Archive for the ‘Organizational Culture’ Category

In 100 Words: The Action is at the Edges

Friday, July 31st, 2020 by Troy Schrock

Phase changes of elemental substances happen at the edges. The edges are dynamic. For example, lava cools, ice melts and water evaporates at the edges. Conversely, the center is static – insulated and isolated.

Yet, leaders typically spend most of their time working close to the internal center of the organization. Consequently, they primarily interact with others inside the same environment – people with similar values, ideas, and assumptions.

Market dynamics shape organizations at the edges. People at the organization’s edges interact with outsiders – customers (or non-customers), vendors, community representatives and competitors. Get into the action – spend more time at the edges.

“When spring comes, snow melts first at the periphery, because that is where it is most exposed.” Andy Grove

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In 100 Words: Energy Multiplier Effect

Friday, November 1st, 2019 by Troy Schrock

Do you notice how some organizations are so charged with positive energy you want to bottle it to take with you? Those environments are created by leaders who are energy providers. They have learned energy has a multiplier effect – it unleashes pent up productive and creative capacities in people around them.

We likely over-value coaching on technical mechanics and under-value providing encouragement and excitement. Can it be that simple? If so, it’s worth knowing what refreshes, excites and charges you up as a leader. Schedule time for those activities so you can power up and bring positive energy.

“If a leader doesn’t convey passion and intensity then there will be no passion and intensity within the organization and they’ll start to fall down and get depressed.”
Colin Powell

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In 100 Words: Gift of Kindness

Saturday, December 15th, 2018 by Troy Schrock

Certain seasons or events of our life heighten our awareness of both blessings we enjoy and the needs of others. Caring about someone else more than ourselves sparks kindness. Kindness can be displayed simply – smile and say hello; share encouragement and appreciation; or help someone with an obvious need.

Leaders initiate words and acts of kindness because they realize:

• Kindness is infectious – it’s easy for people to imitate.
• Kindness is relational lubrication – we more easily overlook people’s irritating behaviors.
• Kindness, regularly practiced, strengthens organizational culture.

Kindness is a gift everyone deserves to receive … and a gift everyone can give.

“No act of kindness, no matter how small, is ever wasted.” Aesop

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In 100 Words: The Change Spark

Friday, September 15th, 2017 by Troy Schrock

We are comfortable in our habits which makes behavior change hard. For example, medical studies confirm 90% of patients do not change their lifestyle following open heart surgery. Think of a lasting habit change you made in your life. What prompted the change? Likely there was an emotional spark – something moved you beyond simply understanding the rational benefits.

How does this connect to leading teams and organizations? Both groups are collections of people with habits. A “culture change” will only happen when individuals change behavior. What are you doing to help people you lead identify emotional sparks for habit change?

“People are very open-minded about new things, as long as they’re exactly like the old ones.” Charles F. Kettering

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In 100 Words: Inadvertent Bad Advice

Thursday, June 15th, 2017 by Troy Schrock

“Bring me solutions, not problems!” can be poor advice. We want people to be pro-active so the adage applies at times. Leaders, however, deal with many complex and challenging problems which either require, or benefit from, collaborative work. Collaborative work entails conversation between two or more people to surface and debate alternative solutions. One person alone will not get to the best decision.

Some people disguise complaining or laziness by merely pointing out problems. Other people, though, raise genuine issues with a desire to be actively involved in collaborative work on a solution. A wise leader discerns between the two.

“Many ideas grow better when transplanted into another mind than the one where they sprang up.” Oliver Wendell Holmes

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In 100 Words: Key Practice of a Level 5 Leader

Thursday, May 1st, 2014 by Troy Schrock

Alan Mulally’s upcoming retirement as CEO of Ford Motor Company is big news these days. All organizations, not just those in the automotive sector, should take note. Mulally’s leadership in turning around Ford highlights a key Level 5 Leader practice he, and the executive leaders, used to take Ford to the top of the industry.

A tight weekly executive team meeting (Mulally’s BPR – Business Process Review) was implemented to drive both business plan execution and building a strong leadership team. Candor, along with accountability around data, virtually non-existent in past Ford culture, have paved the way for consistent business performance.

“Running a business is a design job. You need a point of view about the future, a really good plan to deliver that future, and then relentless implementation.” –Alan Mulally

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