Tag Archive for: Corporate Culture

Granting Grace – A Key To Building An Engaged Culture

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What if we could ask for what we need and want from each other? What if we could talk openly, in the spirit of good will and respect, about what would make us happy and loyal in our workplace? What if we could then negotiate what we can and can’t do to meet these needs? What would happen to our workplaces, our communities, and our families if we all practiced being a little more honest and direct with each other in a respectful way?

We can all learn to be more direct with each other, and it takes continual practice, but there’s something more. Farm Credit Canada, an organization that practices good culture, has taught me a very important concept around building high-performance culture. One of the key principles in their cultural practices and one they work at relentlessly, is the concept of granting grace in their interactions with each other. They hold each other accountable for creating a safe environment where people can speak up without fear of repercussion.

No long ago I spent three days with an amazing team at Farm Credit, and “grace” was a central part of our conversations. They work hard at talking straight in a responsible manner. They are committed to the success of others and hold each other accountable to not engage in “conspiracies” against people. They strive for patience with themselves and others but also respectfully acknowledge when they operate outside the expectations of grace. They don’t get it perfect, but they get it right.

This kind of commitment lends itself to learning to be open and direct with each other. I love the idea of “granting grace.” I also know that it’s an area I need to continually work on. I’m certainly not as graceful in my work and in my life as I could be, especially when under pressure or in the midst of demands and deadlines.

What does “granting grace” mean to you? How do you operate with “grace” in your workplace? What effect does “grace” have on engagement, commitment, and productivity?

Organizational Culture: Choosing Service Over Self-Interest

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To be engaged today, people need to feel a sense of passion, personal vision, and to express their unique talents. But this is only half of what full authentic expression – the heart of a culture – is about. This week, in a committee meeting of a local non-profit group, I was reminded that a commitment to contribution – choosing service over self-interest – is the other component to authentic expression. It’s like the wings of a bird. Without both passion and service, your organizational culture simply isn’t going to fly. It’s the law of giving.

The universe operates through dynamic exchange. Culture is ultimately about energy, and authentic expression inspires us while giving keeps the flow of energy moving. In our willingness to give, we keep the abundance of the universe circulating in our lives, and the energy of a culture alive.

You don’t have to go to Africa to be of service. There are plenty of opportunities to practice giving right in our own communities. Here are three ways:

  1. Wherever you go, bring a gift.
    The gift may be a compliment, a smile, a word of encouragement, appreciation, caring, kindness, gratitude, a generous spirit, or even some patience and grace. As you circulate what you have been given, you keep the energy of your culture alive, because cultural energy is simply universal energy.
  2. Practice receiving all the gifts that life has to offer.
    Recognize, and look for all the ways that people you work and live with are conspiring to help you. Take time to experience the beauty of a sunset, a spring flower, the sound of birds singing, a child in love with life, the wisdom of an elder, or the attempt of a colleague to bring excellence to a project. There are gifts all around us every day, if we just s-l-o-w d-o-w-n long enough to notice. And what you notice, you focus on, and what you focus on grows. Try it.
  3. Be a giver, not a taker.
    There appears to be two kinds of people in the world: those who help, and those who hinder; those who give and those who take; those who lift, and those who lean; those who contribute, and those who consume. Which kind of person will you decide to be? Make a commitment to look, each day, for opportunities to support others, to contribute in some way to making the world around you a better place by your presence, to choose service over self-interest.

 

How To Make Sense of Organizational Leadership

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We’ve all seen cases of sending employees to a leadership training program with no understanding of what skills or attitudes they are accountable to come out with. There is no measurement for whether or not the program makes any difference. Indiscriminately bringing in leadership “trainers” or aimlessly sending your leaders to a course because it “sounds interesting,” is the worst mistake you can make when it comes to organizational leadership.

It’s no wonder that organizations cut their leadership training budgets. If you still work in an organization that randomly sends people on leadership courses with no strategy or accountability or ways to measure the R.O.I. for the program, then you are working in an organization whose approach to leadership has reached its shelf life.

Smart – and healthy – organizations counter this mistake with a simple process:

  1. Clarify exactly what you expect from your leaders.
    Leadership expectations come from clarity of your values and clarity of your strategy. Once you are clear about where you are going and the kind of culture you need to get you there, then you can define the kind of leader it takes to make this happen. No one is promoted unless they meet the identified, expected standards.
  2. Rigorously measure – and assess – the leadership gaps.
    Once you are clear about what you expect from your leaders, you need to know where the gaps are. Your leaders need to know where they stand: both from in terms of attitudes and in terms of skills. Where are they meeting their organization’s need for good leadership? Where are they falling short? Your organization needs to know where the gaps are in their leaders. Who is a good leader? Who is not measuring up?
  3. Develop an accountability plan to close the gap.
    Once the gaps are identified (both personally and organizationally), the next step is to hold yourself and your leaders accountable to develop a plan close the gap. There are a myriad ways to close the gap, but how you close the gap depends on what exactly the gap is. Mentoring is a way to close a gap. Coaching is another way. Job sharing or cross-training, where you work in another area in the organization are also alternatives. Specific online training programs can be a very effective way to close the gap. Leadership training is an obvious way to close the gap, but now you have a goal and expected outcomes that you are accountable for in the leadership training. You may identify that many of your leaders have a similar gap in their abulities. This may present an opportunity to bring in an external consultant (or even internal person if you have the resources), to design and deliver a customized program that would fill the collective gap.

In order for leadership programs to produce long-term results they must have both clarity – about the specific skills and attitudes that are needed from the leaders, as well as a strategy to address and fill the gaps. Its so much more enjoyable, enriching, and effective, when you are working with a purpose, rather than merely working with a package.