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Opinion Editorials

The secret to a high-performance culture

(EDITORIAL) The secret to high-performance culture has nothing to do with having beer in the fridge at work. Let’s discuss…

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Good to great

I can’t believe it’s been more than fifteen years since Jim Collins’ book, Good to Great was released. I liked that book a lot, and I wasn’t the only one. It was a perennial best-seller and lauded as one of the best business culture books around.

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The seven characteristics of great companies (level 5 leadership, the hedgehog concept, etc.) seemed like a great guide for all of us.

But is it really helping us to become great?

I’m not encouraged by the fact that two of the “great” case studies are now either out of business (Circuit City) or in some deep trouble (Wells Fargo).

In Collins’ defense, he never promised those companies they would always be great.

Either way, can we honestly say that the wisdom in this book has helped a significant number of today’s companies make the leap from good to great? I assume there are some out there, but I think if it were a significant trend, it would be more obvious to all of us.

This is frustrating

We were promised some research-based insights that were going to lead our organizations to greatness.

Yet when we tried to implement that, we generally ended up with organizations that continued to plod along the same trajectory they were on before.

We made some improvements, for sure, but we failed to create truly high-performance cultures.

And I think I know why.

The body of research behind books like Good to Great is certainly well intended, and I do believe it can generate some insights that could genuinely help you improve your company, but it misses one of the most important truths I’ve discovered about culture in my two decades of consulting with organizations:

all great cultures start on the inside—not with the external ideas.

The external ideas do matter, and studying great organizations can teach us a lot, but the work of culture is always going to be about building and growing, not copying.

Define your culture

And that means you can’t make your culture better until you know what it is. You can’t create a Jim-Collins-approved culture that excels at confronting the brutal facts, for example, until you know how your people already experience your culture when it comes to things like speaking the truth, sharing information across department lines, articulating strategic imperatives, and even letting people be their whole selves at work.

Are the two related?

These cultural themes may seem disconnected from your quest to move from good to great, but simply declaring to your people that you want your new culture to be brutally honest—when they are already uncomfortable sharing even a little bit of their personal identity in the workplace, or they already notice that people refuse to say anything controversial when a leader is in the room—is going to be a huge disconnect.

Your people already know what your culture is.

They experience it every day. And when you set out to create a new awesome culture that is fundamentally disconnected from their experience, then the change will not make sense to them, and you will see resistance.

I am told frequently that it is natural for people to resist change, but I don’t believe that’s entirely true.

People don’t resist change—they resist change that doesn’t make sense to them.

Where you are, not where you want to be

So if you want to make the leap from good to great and create a high-performance culture, you won’t get very far unless you design that effort with your current culture as the starting point. Here’s what that looks like.

I worked recently with a small nonprofit that was doing good work, but had become a little slow.

They were creating important products and services that advanced their mission, but they were bringing them to market just a little too late.

To solve that problem, they started by digging into their current culture. We worked together to map out 64 distinct culture building blocks within 8 culture markers—measuring things like agility, growth, inclusion, transparency and innovation.

This wasn’t about evaluating their culture as good or bad (which is what most culture assessments do, benchmark you against some abstract model).

Instead, this work focused on accurately describing their current state. It placed each culture building block on a continuum, ranging from traditionalist, to contemporary, to futurist. In other words, how close are they to traditional management practices, versus the “future of work” leadership and management practices that cutting-edge companies are inventing today.

Transparency

When they saw the scan of their workplace culture, they noticed something interesting in the data. Several of the building blocks related to transparency were outliers, scoring closer to the traditional end of the spectrum compared to the rest of their culture.

In other words, their people felt like the quantity of information being shared internally was limited, particularly when it had to cross silo lines (in traditionalist cultures, information is guarded, and silos focus internally first).

But if you’re thinking to yourself that the solution for this group is obviously to become more futurist and start sharing more information in order to get faster, then you’re falling into that same, benchmark-based, good-to-great trap that we’ve all been falling into for the last twenty years.

And they knew that they actually did a great job sharing information – that was a cultural value for them that had historical significance.

So what was this data telling them?

Decision-making

The culture scan had also uncovered an internal pattern around decision-making that connected to their transparency scores. In their historical desire to not withhold information from each other, they had developed a pattern of including many different people and groups in the organization in just about every decision that was made.

And with more people included in the decision-making process, it is inevitable that some of them felt like they didn’t have enough information (hence the traditional-leaning scores).

But the problem wasn’t a lack of information—the problem was in their ability to move quickly on decisions with so many cooks in the kitchen, each of whom was asking for more and more information about issues that were probably not central to their work in the first place. As they uncovered these insights, they developed a clear new priority for their culture:

Everyone has a voice, but not everyone decides.

They started to map out decisions using the RACI model (Responsible, Accountable, Consulted, Informed), in order to clarify decision-making roles internally. For some people, that meant they were getting LESS information.

If they were only being “consulted” on the decision, they would probably hear about it more toward the end of the process.

Those in the “informed” role wouldn’t hear about it until after the decision had been made.

In this case, the association was able to unlock speed NOT by putting more information into everyone’s hands, but by putting less out there but in the right hands.

And streamlining the decision-making process so everyone had clarity about why they were being included or not included.

Chase what you want

They are now well on their way to a faster, high-performance culture, but they are doing it on their own terms, and incorporating the historical/traditional values that still matter to them. They are getting strong buy-in internally because the cultural shift (a) ties directly to how their people already experience their culture, and (b) helps them meet member needs better.

This story is just one aspect of their current culture shift, of course, and they have more work to do before we could call this a good-to-great leap.

But by tying their efforts to a more nuanced understanding of their existing culture, and in some cases even moving in the opposite direction from what the management experts cite as “best practices,” they are moving towards a high-performance culture customized to what drives their success – not anyone else’s.

#GoodToGreat

Maddie Grant is author of Humanize and When Millennials Take Over, and is Founding Partner at WorkXO, a culture startup that helps forward thinking leaders in growth oriented organizations activate their workplace culture to attract the right talent, increase engagement, and unleash human potential through the Workplace Genome™ Project.

Opinion Editorials

Women-owned businesses make up 42% of all businesses – heck yeah!

(EDITORIAL) Women-owned businesses make a huge impact on the U.S economy. They make up 42% of all businesses, outpace the national growth rate by 50%, and hire billions of workers.

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women-owned business

Women entrepreneurs make history in the U.S as female-owned businesses represent 42% of all businesses, while continuing to increase at DOUBLE the national growth rate!

Women are running the world, and we are here for it! The 2019 American Express State of Women-Owned Businesses Report, states 13 million women are now self-employed entrepreneurs. From 2014 to 2019, women-owned businesses grew 21%. Think that’s impressive? Well, businesses owned by women of color grew 43% within the same timeframe, with a growth rate of 50%, and currently account for 50% of all women-owned businesses! Way to go! What this also means is that women employ over 2.4 million workers who together generate $422.5 billion in revenue.

What can we learn from these women that’ll help you achieve success in your businesses?

  1. Get informed: In a male-dominated business industry, women are often at a disadvantage and face multiple biases. So, know your stuff; study, research, and when you think you know it all…dig deeper!
  2. Stay hungry: Remember why you started this journey. Write down notes and reminders, goals, and inspirations, hang them up and keep them close.
  3. Ask for advice: Life is not meant to go through alone, so ask questions. Find a mentor and talk to people who have walked a similar path. Learning from them will only benefit your business.

Many of these women found ways to use their passion to drive their business. It may not be exactly what they thought it would be when they started out, but is it ever? Everyone has to start off small and rejection is part of the process. In fact, stories of rejection often serve as inspiration and encouragement to soon-to-be self starters.

Did you know J.K Rowling’s “Harry Potter” book was turned down TWELVE times? Seven books later with over 400 million copies sold, the Harry Potter brand is currently valued at over 15 billion. While you might not become a wizard-writing fantasy legend like J.K Rowling, you sure as heck can be successful. So go for it, and chase your dreams.

If you want to support women-owned businesses, start by scrolling through Facebook or doing some research to find women-owned businesses in your community. Then, support by buying or helping to promote their products. Small businesses, especially women-owned, black women-owned, and women of color-owned, are disproportionally affected by the current economic crisis ignited by a health pandemic. So if you can, shop small and support local. And remember, there’s a girl (or more) doing a happy dance when you checkout!

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Opinion Editorials

How to increase website engagement

(EDITORIAL) A website is vital to any business, but customer engagement guarantees success. Check out these powerful tips to boost engagement.

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Having a website for your business isn’t enough. If you want to grow your company, you need to maximize this digital asset by increasing user engagement. The question is, where do you begin?

What does healthy website engagement look like?

Launching a website is one of the quintessential first steps in building a business. It’s a new company’s way of saying, “We’ve arrived! See, we’re legit!” But the problem is that very few entrepreneurs and business owners know anything about building websites. So they use a drag-and-drop web builder to throw a few elements together and develop a site in a few hours.

Simply having a website isn’t enough. If it’s only a placeholder for your brand, you’re missing out on an opportunity to reach people and move them from awareness to purchase. You don’t need a website – you need an engaging website.

What is user engagement?

“Put most simply, user engagement is when visitors to your site appreciate your content enough to stick around, absorb, and convert,” web design and UX optimizer Rob Wells writes. “Most importantly, when user engagement is high, you’ll find that your audience becomes more loyal. You’ll notice more return visits and higher conversions, because your website simply works.”

Signs of high user engagement include reading and absorbing content, organic comments on blog posts, social media shares, watching videos, above average time on site, high click-through rates, and low bounce rates. We’ll tell you more about how to achieve these “wins’ in the following section.

5 Tips for Boosting Engagement

Every website developer, marketing guru, and entrepreneur has their own formula for boosting engagement, but there are a few tactics that everyone can agree on. If you want to see immediate results, start by doing the following:

    1. Make it About Your Target Audience: Too many businesses make the mistake of shaping their marketing messages around themselves. They mistakenly assume that customers care about them, when the truth of the matter is that customers only care about themselves.If you want to boost engagement on your website, start by transforming your messaging. Make it about your audience. Make the customer the hero of their own story. You’re just there to guide them along and point to solutions (products and services) that may help them get from where they are now to where they want to be.
    2. Tell Stories: Cut out the sterile corporate lingo and breathe a little life into your copy. Mission statements are lame. Tell stories!The Ward & Barnes, P.A. website is a perfect example of how storytelling can cause engagement to soar. They actually include client stories, testimonials, and quotes on their homepage. This helps visitors connect with the brand and immediately establish a feeling of trust and goodwill.
    3. Eliminate Distractions: “According to research by Google, people judge websites as beautiful or not within 1/50th to 1/20th of a second,” Website Magazine notes. “Perhaps even more interesting is the fact that visually complex websites are consistently rated as less beautiful than simpler sites.”Stop with the complex websites and sophisticated designs. You’re not a web design company – there’s no need for all of these bells and whistles! Eliminate distractions and simplify every page to one specific focal point. Anything more means you’re actually competing against yourself.
    4. Empower Your CTAs: Every page on your website should have a call-to-action (CTA). And when creating these CTAs, always ask yourself one simple question: “Why would anyone click this?”If you’re asking for an email address or sale without providing clear and direct value in return, you’re missing the point. You have to compel people to follow through.One of the best ways to empower your CTAs is to offer something in return – like a free eBook, a discount code, or a product sample. When there’s an enticing reward, people will be much more likely to follow through.
    5. Go Visual: The brain processes visuals much faster than text. Use this to your advantage by integrating visual content into your website. This means video, graphics, and original images. Skip the stock photos! However, don’t overdo it. Remember to keep it simple and avoid unnecessary distractions. Quality over quantity works every time.

Turn your website into a lead generating asset

Transform your website from a branded placeholder into a powerful, lead generating asset that procures leads, and converts them from curious visitors into profitable lifelong customers. This process can take time, but you have to begin somewhere. Start by leveraging the tips in this article and analyzing the data. Based on the numbers, you can optimize, iterate, and improve over time.

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Opinion Editorials

Idea: Color-coded face masks as the new social contract to combat COVID-19

(BUSINESS NEWS) Americans must come together on a new social contract if we have any hope of permanently reopening the economy and saving lives.

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social contract: color coded wristbands covid-19

A church in Texas used a stoplight color-coded wristlet system to help churchgoers navigate the new social awkwardness of closeness. Those with green bands are comfortable with contact including high fives, yellow bands indicate someone who wants to talk but not touch, and red is for someone interested in keeping their distance altogether.

In pre-pandemic America, basic social cues were sufficient to communicate these feelings, and most violations of them were annoying but not harmful. We now live in a world where daily banalities like grocery shopping and shaking hands with a new acquaintance are now potentially dangerous – for you and those you care about.

So what is the way forward?

Humans are social beings, and much of our survival is reliant on our relationships to, and interactions with, other humans. A way forward is critical. But our brains are trained to find and read faces in an instant to assess emotion and whether that emotion indicates a presence of a threat.

Not only has this pandemic challenged our innate notions of community and safety, the scientifically healthy way forward is to cover most of our faces, which is staggeringly counter to our understanding of a threat. It is now impossible to tell whether a sunglassed-masked stranger walking into a restaurant is a robber or just a person who was walking in the sun.

But because we are humans with large brains, we are able to adapt. We are inherently compassionate and able to emotionally understand fear in others and ourselves. We are able to understand both science and social grace. In this case, the science is straightforward but the social grace is not.

Governor Abbott of Texas announced the second closure of bars and reduction of capacity in restaurants last Friday in response to the dramatic increase in coronavirus cases statewide. During the press conference he said: “Every Texan has a responsibility to themselves and their loved ones to wear a mask, wash their hands, stay six feet apart from others in public, and stay home if they can.”

It is this shared responsibility that we must first embrace before any meaningful reopening can proceed.

We must accept that for the indefinite future, we have a new normal. We have to adapt to these new social codes in order to protect ourselves and our neighbors. Color-coded bracelets, masks, hats, choose your accessory – this could be a way forward.

First, we must agree these measures are necessary. And we shouldn’t take them because a politician told us to or told us not to – many people feel that our government has failed to provide us with coherent guidance and leadership considering a broad social contract.

We should adapt them because if you are not free, I am not free. We can do this together.

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