3 Reasons Culture Matters

3 Reasons Culture Matters

Lots has been written about the value of a defined and healthy culture in an organization.

In Good to Great, Jim Collins’ research showed great companies had values, everyone knew them, and they were built into everything they did. He also coined the phrase right people in the right seats, which connected the concept of getting people that fit a particular culture (right people) doing the work that fit their natural strengths and passions (right seat). More recently, in their book The Purpose Revolution, John Izzo and Jeff Vanderwielen made the business case that companies having a strong purpose are retaining people, more profitable than their peers, and are making a visible difference in the communities in which they operate. A purpose, cause, or passion can be a key part of defining culture.

My goal in this post is not to debate if culture matters, but to start a conversation about how it can solve some of your challenges and invite you to listen to 5 experts I have lined up to share their wisdom. I hope the outcome is a plan for your business in 2019 to be more intentional about growing the culture.

Here are the three reasons culture matters, based on my time working with successful entrepreneurial leaders and leadership teams:

  1. A defined culture is the only way to attract and retain the right people.  In a yearly survey of leaders using EOS® (Entrepreneurial Operating System®), the number one issue identified that keeps leaders up at night is people. As an EOS Implementer™, I have seen organizations struggle with hiring smart people that take a lot of management time because they treat others so poorly. I have also witnessed the relief that happens – and the amount of great work that starts getting done – when the focus changes to hiring people that align with the values of an organization. A focus on culture makes this happen.
  2. A strong culture is an ethical balance to a ‘profit first’ message.  The lure of more profit takes organizations down a dangerous path. The irony is that most leaders don’t intend that message to be the only thing people hear, but it happens too often. The recent struggles at Wells Fargo and Uber are public examples of this. We all have local businesses that we loved, and then something changed. Over time our experience changes because the people are not excited about working there anymore; how they treat us and the quality of the product/service we receive reflects that shift in culture. Have you had that experience? I have, and when I’ve been in a position to learn more, there was always a leader change who thought the choice was profit or culture, not profit and culture.
  3. It provides a constant reminder to love your neighbor.  A big topic in the United States is coming together, despite our differences, to solve big problems facing us. In my book, People-Centered Performance, I share my belief in more love and less fear in our work relationships because love takes you farther. I don’t mean the sexual version of love that is represented by the Latin word for love, eros. The unconditional love of family (agape) or friendship (philia) are the bonds that get created when we treat each other in a way that places value on how we treat our neighbor/teammate at work. A defined culture enables this.

Do any of these reasons resonate with you? As you look to 2019, where do people and culture fit into your goals?  What is your plan to get there?

The goal of my upcoming culture series is to present the concept of culture in a way that any one of you can identify some actions to do tomorrow to cultivate and build a stronger culture in your organization. Now is the time to start thinking about this, before the holiday hits and the personal resolutions cloud our minds. If you have not signed up to receive the series, join the mailing list here. I adhere to international standards related to personal information and spam, so at any point I make unsubscribe as easy as subscribe.

If you care about the culture of your team and organization, I guarantee the conversations with our panel of experts (Rich Sheridan, Jeff Disher, Matt Jung, Mandy Brower, and Amy Kraal) will help you become more of a Chief Culture Officer than just whatever title you have today.

The first post comes out on November 13th – Sign-up here to receive the blog post in your inbox!

Does Your People Process Include a Stay Interview?

Does Your People Process Include a Stay Interview?

We ask people questions when they leave, it is called an exit interview.

We ask people questions when they get hired, it is called onboarding.

Do you ask people questions each year designed to explore how they feel about their work and to ensure proactive action is happening to make their job more desirable?

If you don’t, you should. This is called a stay interview.

Stay interviews can be a crucial part of your people process, because it focuses on your best people and it allows leaders from other parts of the organization to get to know them and help identify potential changes that would make them more engaged and your business more successful. Does that sound like a win/win?

Recently Ken Savage, who has accountability for people at Cascade Die Casting Group, shared the questions he implemented as part of their stay interview process. It is targeted at their most valuable people, and it is a way for him to go out into the business to listen.

  1. What about your job do you like the most?
  2. What about your job frustrates you the most?
  3. Do you feel like you get recognition for your performance?
  4. Where are you being under-utilized?
  5. What about your job would you change?
  6. Could anything tempt you to leave this organization?

The caveat Ken shared is the questions are not exact, but a synthesis of a conversation that would include natural follow-up questions based on responses. If you would like to learn more about how Cascade Die Casting Group uses the stay interview, let me know and I will connect you with Ken. He has graciously agreed to talk individually with people wanting to know more.

Additional Note: Pure EOS® Moment

The process component of the EOS model requires you to name the handful of core processes in your organization, define them, and then implement them to the point they are followed by all (FBA). Refer to the following pages in your leadership team manual:

  • The 3-Step Process Documenter™ – page 30
  • Followed By All (FBA) Checklist™ – page 31
  • The H/R Process – page 32

A great process design quote I heard to support the 80/20 rule is to design your processes for your best people. That will be enough for them to get it done well, and if they don’t get it they are probably in the wrong seat.

3 Questions to Test for Trust

3 Questions to Test for Trust

I believe that great conversations start with a question. One of the questions I ask all leadership teams during our EOS® annual planning is:

What role do you want in this organization in 3 years?

I can see the discomfort right away, and I let it stay there. This is part of the process of building transparency within the leadership team about how they want to contribute in the future.

I can vividly remember the faces of one leadership team as they shared their answers. It was clear they were being at least 80% honest because they all mentioned different roles than they were in today, but clearly aligned with what they were interested in doing. They smiled as soon as the words came out of their mouths, as if some sort of internal pressure had been released.

People-centered leaders work hard at finding powerful questions to ask that will reveal truth and test for trust. These leaders mine for feedback and view this feedback as an action item for themselves – and a measure of how much their team trusts them. Here are three powerful, people-centered questions:

  1. How have I made your job harder in the last 30 days?
  2. What role would you like to be doing in 3 years?
  3. What questions do you have for me?

People stay safe and vague when they are afraid. The first question focuses on telling you which feeling is winning – fear or trust.

Maturity and safety allows people to be honest for the second question. One answer I love is the same role. My follow-up question for them is: If you stayed in this role, tell me a little more about the challenges you would like to help fix or how you want to be challenged?  Staying in the same role is okay. Lack of interest in changing or improving is not if I am a leader challenged with accomplishing more. When you invite people to help in a more significant way, most will respond. Questions invite them to help.

Finally, the last question helps judge the depth of their thinking about your work and how much they are willing to challenge your decisions. Both are indicators of how much passion they have for your work, and whether they will help you make better decisions. It takes courage to come back with challenging questions, and this creates space for that.

I work with a leader who has become a mentor for me. He has become a mentor because he is so grateful when I challenge his thinking or bring a new idea. My idea does not always win, but he listens. I trust him enough to tell him I am having a busy day or a terrible day. I learn something every time I am around him and it feels so good to be able to be transparent with him. I have found that it takes so much energy to pretend.

Trust is about not having to pretend.

Create space for authentic conversations by using powerful questions and listening.

Lead well . . .

Teambuilding 101 – Enter the Danger (and I don’t mean find a ropes course)

Teambuilding 101 – Enter the Danger (and I don’t mean find a ropes course)

It was one of the many moments of an EOS® session where a big question was in the room which everyone has a chance to answer. Today the questions were: What are the problems, obstacles, barriers, ideas, opportunities you see as you look around your business? What’s frustrating you?

The Ops leader broke the silence: “Our sales are struggling and it looks like we will be faced with layoffs this quarter unless something changes. And we don’t have a plan.”

A hard conversation ensued, and before our next break a tired leadership team looked at me. The Integrator spoke up with the observation, “We must be one of your most messed up clients.”

My response was easy. “We are right where we need to be in this conversation, and I know this team can get to some action plans after break. As for what I see when I look at you? I see a group of people becoming a leadership team.”

One of the things EOS® has taught me is to celebrate when the team goes into what we call entering the danger. It’s a place with risk to egos, relationships, and outcomes; it is also a place where groups become teams. This is where respect and trust are built, which are foundations for great teams and teamwork. Nobody loves to enter the danger, and yet healthy teams who want to leave with a meaningful plan go there sooner rather than later.

Some teams head to a ropes course or a team-building event, but actually there are danger zones to walk by or walk into every time they get together.

As you go through your next leadership team meeting, do you see your team going through the motions or entering the danger and emerging with action plans that the whole team is behind? If you want to work on this with your team in 2019, a good place to start is with Patrick Lencioni’s The Five Dysfunctions of a Team: A Leadership Fable.

One final thought: stop calling it team building and always refer to it as TRUST building – because all leaders and leadership teams need more of that.

Lead well . .

Help is Not a 4 Letter Word

Help is Not a 4 Letter Word

How well do you ask for help? If we did a word association right now and I said the word help, what would be the first 5 words that come to mind?

I work a lot with leadership teams that are full of achievement minded, smart, goal oriented, and passionate leaders. One way I know the team is working is when I see one of those leaders openly admit they are stuck and ask for some time with the team to talk through the issue and help them get unstuck. I also watch for avoiding it, and if I see it I will make sure it gets named and talked about. It is when my job of helping teams have a productive conversation gets tough, and yet it is in these conversations that leaders are made and teams get healthy.

One of my 2018 summer reading list for leaders, I recommended Option B by Sheryl Sandberg and Adam Grant. In this book, they share a model called the Ring Theory by Susan Silk. It is a graphic representation of the rolls of different groups around a situation that generates trauma. The use is pretty simple, those closest or most impacted by the trauma go in the middle, and each ring contains the names of individuals or groups impacted by the trauma. The farther you are from the middle, the less impact it has on you emotionally. In Sandberg’s situation with the death of her husband, she put her children in the middle, herself and his parents/siblings in the next ring, and then different groups after that. The tool is simple, create the ring and comfort in, dump out. Dumping is unloading the emotions the situations is causing and/or asking or accepting help from those that are in outer rings.

The Ring Theory by Susan Silk

The lesson for leaders, when you drive change or have to react to change the market exerts on your organization, it is often helpful to look at it through the lens of the Ring Theory because of the emotions that are generated.  Have you ever been in one of these conversations:

  1. Restructuring a team due to growth, resulting in dividing up teams and changing leaders around
  2. Firing a well liked person
  3. Firing someone you hired, maybe a friend
  4. Trying to support someone who is going through one of the big three life stressors – death, divorce, job loss

All these situations, some sort of loss is created for people that requires work and time to heal before people can return to a a more normal state of productivity and joy. I have watched many leaders go through a similar situation in leading change, where they are focused in (their team members or teams), and not asking for help or accepting help. The Ring Theory is a reminder that those resistant forces often require us to dump out be seeking or accepting support from others.

The trick is, support in only works when people ask for or accept help. Effective leaders do it, and the rest treat help like a four letter word and avoid it at all costs, even though their need is obvious to all.

So let’s adjust the question: Do you act like HELP is a four letter word?

Lead well!

 

 

Leadership Wisdom 101: The Power of 2 or 3 or 10 (Part 3 of 3)

Leadership Wisdom 101: The Power of 2 or 3 or 10 (Part 3 of 3)

This is the third part in a series I called Leadership Wisdom 101:
Part 1: Seeing the Bigger Picture in Leading
Part 2: Developing Your Capacity to Lead Change

I have stared at this post for almost a month now, with the confidence that I needed to write it, but lacking the clarity on what I was going to write. Then Sebastian Junger’s latest book, Tribe, dropped into my lap thanks to a summer reading list for my daughter’s AP Literature class. His exploration of the power of belonging was my weekend read (only 136 pages) and it helped crystallize what I needed to say on this topic.

I have always known the power of having friends, parents, and being part of a strong team. Here are some random – but powerful – statistics on the power of being in relationship with others and having a sense of belonging to something:

  • If you are a smoker and a loner, and your goal is to live longer, statistically you should keep smoking but invest time in developing a group of friends. (Bowling Alone by Robert Putnam)
  • Single men will die 8-17 years earlier than their married male friends. (NBCNews.com)
  • One of the key 12 questions from Gallup to measure employee engagement – I have a best friend at work.
  • During the bombing of London in World War II by the Germans, doctors in London saw a decrease in mental health issues such as depression and suicide.

The importance of being connected to others is well-documented as a benefit across all areas of our lives. Junger’s book even provides some startling statistics around societies where a strong sense of community and individuals being connected to that community impacts things like suicide rate, PTSD in soldiers, and mass/random shootings. I recommend giving it a read. (Tribe: On Homecoming and Belonging by Sebastian Junger)

So what does that mean for leaders?

  1. First of all, you will not be at your best if you have no safe place to go talk about things you are struggling with or if you lack friends/significant others in your life.  A leader’s first job is not to drive profit, but to take care of themselves so that when hard decisions/times hit you have a web of community around you to keep you fresh and resilient.
  2. Secondly, when new people come onto your team, be intentional about getting them connected to others faster. Assign a mentor to them for 6 months and have them go around to each teammate or key contact from another department with the single item of getting to know them. (Best practice is to use a personality tool like DiSC or Birkman Method to talk about how they will work together along with a Team Member Fact Sheet to share personal information.)
  3. Thirdly, find activities every month to bring people together around a meal or an activity to maintain and build that sense of team and trust. It can be as simple as pizza or a potluck. It could also be a half day working on a Habitat for Humanity build or another community project.
  4. Finally, use planning to focus a team on a single problem to solve or a goal to reach. One of the reasons I became an EOS Implementer™ was the power in creating a simple plan that everyone could contribute to and understand. Coupled with weekly and quarterly rhythms around planning, the team becomes a community vs just a group of people working together.

There is more power in 2 than 1. The feeling of connectedness is a powerful thing, for our individual health and the ability to have a healthy and resilient city/state/country. The evidence is there, and as leaders this needs to be a basic truth you believe in and stay focused on – in both the habits you create for yourself and the ones you create for your team. Remember, teams will watch you how live as much as they listen to what you say. When they see you having friendships with peer executives, carving out family time for yourself, and being active in your own community, your words will become more powerful.

Listen . . Lead. Repeat often!

(Another great book about the power of a healthy community to impact performance and change lives is Season of Life: a football star, a boy, a journey to manhood by Jeffrey Marx. I am adding this and Tribe to my 2018 Summer Reading List for leaders)

Golf, Ego and Leadership: 3 questions to get you out of the trap

Golf, Ego and Leadership: 3 questions to get you out of the trap

In my league this week I shot double my handicap, which in my case is an extra 10 strokes for nine holes. I was playing against a guy named Reese, who happened to shoot under his handicap, which was a 3 already. In real terms, he shot a 37 and I shot a 55. I lost.  More than losing though, is I lost a chance to learn. You see, part of my problem was the long grass that has grown since my last round. When I got in it, I never cleanly hit my ball out, and one time it took me 3 swings to move it 40 feet to regular grass. Reese got into the same grass and knew how to hit the ball cleanly towards the hole, and one shot traveled over 100 yards and landed within 10 feet of the hole.

My loss was not in the score, but in the anger and frustration that just made me swing harder. Ironically it was 12 hours after the round ended that it dawned on me – why didn’t I just ask Reese for some tips on how to hit out of that grass?  He and his father were both great golfers and nice guys, and I am sure he would have given me some pointers because I will be back in that stuff next week, guaranteed. 🙂 My EGO got in the way.

Has your EGO ever put you in a position where you just ‘swing harder’ or maybe just stopped participating?

In my book, People-Centered Performance, I call misaligned ego as the number one threat to people-centered leadership. Ego, by itself, is actually a necessary ingredient for leaders. Merriam-Webster defines ego as “the opinion that you have about yourself.” As a leader, it gives you confidence and helps you recover quickly from mistakes. Here is what I wrote about the conditions that make ego get negative:

Ego is most at risk when we are in the midst of disorienting change. When change is too much, too fast, our self-perception is challenged by the unfamiliar landscape. Anytime our ego is at odds with reality, we are vulnerable.

Back to my golf game, I wrote these words but did not live by them. You see, I am not a great golfer and if I am faced with changing conditions I will shoot a higher score until I figure out how to change how I play. Historically it is the next round. 🙂 My misaligned ego kept me from adjusting. It kept me from asking for help.

Where is your ego misaligned?

  • Is a peer offering input that you are dismissing because you have more experience?
  • Are you managing people that are experts in their work and you spend time getting in the minutia of their work vs aligning their efforts with bigger organizational goals and removing barriers they are encountering?
  • Are you working for someone younger or less experienced than you are and find yourself thinking ‘What an idiot’ or ‘Who are they to tell me what to do?’ everytime they open their mouth in a meeting?

As I look back on my coaching work over the last year I have seen this over and over. It can be an expensive leadership lesson if not corrected quickly – Your best people leave. Your bonus is lower. A promotion goes to someone else. You lose your job.

Tip: Spend a week looking for situations or people that trigger you into going into EGO overdrive. If you are not sure ask your spouse or close friend and they will tell you. Next time you find yourself in that situation or with that person, here are three questions to get out of the heather:

  1. What outcome is important here?
  2. Who can help me achieve this?
  3. Am I ready to ask for their help? (then ask)

Listen . . Lead. Repeat often!

Leadership Wisdom 101: Seeing the bigger picture in leading (Part 1 of 3)

Leadership Wisdom 101: Seeing the bigger picture in leading (Part 1 of 3)

We were meeting to review the launch of EOS® (Entrepreneurial Operating System®) with her team, when one comment stuck with me:

Scott, one of the things you did extremely effectively was to bring in analogies around leadership and planning that relate back to being a parent. We are all parents, and that helped us see how our experiences as parents are actually building blocks for us as leaders.

I was glad to hear that, because that is a core message of mine and she listened!

It is also a passion of mine to help people see themselves leading in all aspects of their lives. In my work with hundreds of leaders, too often I see them compartmentalizing their learning to one aspect of their lives, and missing the chance to apply it to all areas of their lives.

Another recent reinforcement of this was during a check-in with a leadership program I lead. When asked to share one way in which they applied a learning since the last time we met, a leader shared – with a significant amount of surprise and some timidness – that “the active listening learning actually helped me at home in some situations I was working through with my teenage daughter.” My response? Grateful! Grateful this person was strong enough to share a non-work and personal experience to remind us all that we lead in all aspects of our lives.

Do you see yourself leading in all aspects of your life? Here are three questions to help you reflect and learn from your own experiences:

  1. In what part of your life are you being most challenged to lead and it is not going well?
  2. In what part of your life is your ‘leading’ going well?
  3. How can you apply what you have learned in #2 to have more success in the area you defined in #1?

I face the same challenge everyday, too. One tool I have used to help me see my ‘whole life’ as my leadership canvas is the Wheel of Life exercise, which is a foundation for coaching. If you want to explore this, download it and follow the directions.

More to come on lessons I have learned in one area of my life and how they apply to leading in others. . .

Lead well!

Stress – is it bad?

Stress – is it bad?

Last month I shared my 5 favorite leadership TED talks. Today I want to add one:

How to make stress your friend ~ Kelly McGonigal

I work with leaders of growth-minded organizations, and one of the most important questions is, “Do you have time to do the accountabilities of the job/jobs you signed up for?” It is a core part of the EOS® (Entrepreneurial Operating System®) process. It is during this conversation where the leaders who feel overwhelmed say it, and it is over the next six months of working together that I can tell how they are handling it. Stressed people can still be happy and productive, and yet some get so buried in it that rocks don’t get done and they start to withdraw from the work of the leadership team. This video puts some perspective on it, and it is really a life or death situation.

My favorite part of the video is the last six minutes, where we see the impact of reaching out to others to help you with stress or reaching out to friends that you know are under stress. One big aha: Caring for others creates resilience.

Stress is not bad in itself. What is harmful is how we process it. When we process it by connecting with others, it actually makes us stronger.

Lead well!

Leaders: What their questions will tell you

Leaders: What their questions will tell you

Recently I was invited in to lead an EOS® review session with a group of next level leaders. I believe great conversations start with a question, so every session I lead starts with, “What questions do you want answered today?”

When I asked this group of leaders, here is what they shared. As you read these questions, what themes do you see and what gaps would they reveal if this were your organization?

  1. Data/Scorecards/Measurables/Issues: How do you make things more visible and knock them out forever?
  2. What is the biggest hurdle when companies go to EOS®?
  3. Agile is a software design approach of cross-functional teams. How does EOS® fit into this?
  4. Does EOS® work for all companies/organizations?
  5. What happens when Rocks are not hit?
  6. How did EOS® come about? Why did we decide to use it?
  7. When did our organization start using EOS®?
  8. How challenging should Rocks be?
  9. How many companies have implemented EOS®?
  10. Accountability: Is it dependent on my manager?

As I listened, a few things hit me about this group:

  1. There was a gap in teaching around Rocks and people were still a little uncertain about them. (#5, #8)
  2. When helping adults learn, it is important to connect new concepts/words with something they are already familiar with. This should be part of onboarding, and I wondered if that was happening well? (#1, #3, #10)
  3. It is easy to forget to talk about the ‘Why?’ when teaching and spend too much time focused on the ‘What?’ and ‘How?’. Someone on the leadership team needs to be a storyteller, and in this case not enough time had been spent talking about the journey. (#6, #7)

Empathy is not a talent that all people have, and trying to become an expert in reading behaviors or all the subtle hints that get passed along in conversation is something most of us will fail to master. We can all ask questions, and if we couple that with creating a space where we can listen to the answers, it becomes easier to understand the needs, wants, and barriers of the person sitting across from us.

That is the main belief behind my people-centered leadership motto: Listen . . Lead. Repeat often!


Here are some valuable tips on listening using the Johari Window in a short video.

Here are a couple of tools I use to script questions for leaders: