Robyn Bolton offers a post that illustrates a common issue in today’s workplaces.
Some conversations stick with you for a long time.
Some conversations take your breath away the moment they happen.
A few weeks ago, I had one that did both.
“Everyone is focused on ‘humanizing’ work,” my client said. “I wish people would de-humanize work. I would love nothing more than to be treated like a line of code or a piece of equipment. We treat our code and equipment better than we treat our people.
When a piece of equipment doesn’t work, we send in teams of people to fix it. We study what went wrong, we fix the error, and we take action to make sure it doesn’t happen again. We don’t expect a line of code to work in every operating system, to be able to do everything in every context. We know that we need to adapt it for iOS or Android.”
As I picked my jaw up off the floor and put my eyes back in my skull, she continued.
“But people…when a person is struggling, we don’t send anyone to help. We don’t ask why they’re struggling or study the situation or take action so that no one else experiences the same problem. We expect the person to either fix their own problem or to leave.
We expect everyone to be able to work in every situation and when there’s a mismatch, we expect the more junior person to ‘expand their toolkit’ and ‘learn to work with other styles’ or to leave.
“If we treated our people the way we treat our products, our people would be so much happier, and we’d be so much more successful as a company.
Key points include:
- People vs. products
- Malfunction and communication
- Corporate culture
Read the full article, The Case for De-Humanizing Work, on Medium.
Jesse Jacoby provides a post that explains why it is so difficult to communicate your vision of the corporate culture you would like to have, and what you can do to articulate the abstract.
Ask 100 managers how they define organizational culture, and you’ll probably get as many different definitions as possible. Even scholars cannot agree; and that means that your definition is as appropriate as anyone else’s. This makes the challenge, however, of creating the culture that you want particularly difficult, because it is almost impossible to hit a target that is ambiguous.
How can you describe something abstract in concrete terms?
How do you say, “This is what I want,” when there is no this to point to?
And how do you say, “I don’t want that,” when you cannot point to it either?
At best, you can only identify parts of instances or results that please or displease you.
Perhaps that is the wrong way, or at least the less helpful way, to look at it.
Before you can decide what culture, you want, you need to consider the elephant in the room. The elephant is that culture, no matter how you define it, is touchy-feely. It is all about the people in your organization and their collective attitudes, expectations, and behavior. And so, whatever you want must be thought of in terms of what they do; how they’ll act and react collectively.
The easiest way to decide what culture you want is to start with someone else’s definition, and then add to it according to your needs.
For example, organizational culture has been described as a kind of personality. When you think about it like that, then you can delineate between the one in your organization and the one in someone else’s. You may not be able to identify all the differences exactly, but at least it will give you a starting point.
Key points include:
- How perceptions factor in
- Understanding the thoughts-feelings connection
- Working backwards
Read the full article, How to Create the Culture You Want, on the emergentconsultants.com.
While many companies pay lip service to company values, and many more don’t pay attention past the brand development and marketing stage, Xavier Lederer shares an evergreen post from his company blog that explains why establishing and maintaining core values are integral to a company’s direction, growth, and success.
‘Corporate culture is the only sustainable competitive advantage that is completely within the control of the entrepreneur.’
– David Cummings, Co-founder of Pardot
The #1 thing I wish I had done differently? I wish that I had developed clear core values and that I had used them in my recruiting process, to filter out candidates that didn’t fit our culture,” said the CEO of this consumer good company that went through a roller coaster over the past decade. Ten years ago his company had a lot of traction, their products were flying off the shelves, and they were in a hiring spree. Several years later they hit a number of roadblocks that put them in a tough financial position – and the impact of their toxic employees (these high-performing employees, whose values are not aligned with the company values, and therefore create a bad atmosphere within the team – and, when they are in sales, with clients) became extremely painful.
What are core values?
Core values are a handful of non-negotiable behaviors that everybody in your company lives by. Core values establish and protect the company culture: they are a set of beliefs that define the desirable and the unacceptable behaviors in the company. Core values are not aspirational – these are rules that you actually live by on an everyday basis. As such core values are timeless: they will still be the same in 100 years.
Core values in a company work just like parenting values. I learned this from my grandmother, who single-handedly managed to maintain a steady discipline in her house full of grand children during the summer months
Key points include:
- Why you should care about culture
- How to know you have the right core values
- Clashing values
Read the full article, Core Values, An Anchor To Your Company Culture, on ambrosegrowth.com.
Jennifer Hartz shares encouraging words on how the current COVID-19 situation provides the opportunity to learn, grow, and serve.
Obviously, #COVID19 creates a number of significant problems in the world, our country, businesses, nonprofits, governments, and schools. This temporary situation, current trend, or permanent transformation is challenging. So, let’s look at the opportunities for people working or learning remotely or not employed full time to improve their lives as well as others’.
REMOTE WORK IS EXPANDING
Twitter announced that most employees don’t ever have to go back to the office. “Continue working from home, or anywhere else that makes them happy and productive, forever.” Google and Facebook have extended work from home (WFH) through the end of 2020. California State University Campuses will not open for Fall Semester; on-line classes continue. Certainly, these organizations are not going to be alone in their shift from traditional offices and classrooms.
SADLY, UNEMPLOYMENT/UNDEREMPLOYMENT IS EXPANDING TOO
Read the full article, No Commute? Time for Service!, on the CorporateHartz website.
Robyn M. Bolton shares sage thoughts and inspirational photographs that provide a moment of relief during stressful times.
I don’t know about you, but I’m rather tired of the non-stop hysteria that seems to be occurring these days. Between COVID-19, politics, the economy, and the state of Tom Brady’s contract (sorry, I live in Boston), it seems that the world is having a panic attack.
Namaste, people. Namaste.
In an effort to not contribute to the panic, instead of writing something topical and relating it to innovation, I’m simply going to share images of something that makes me extremely happy and peaceful and relate them to innovation.
Read the full article, 10 Moments of Innovation Zen, and view the photographs on Medium.
Martin Pergler begins a conversation on corporate culture to identify the pros and cons of working for the corporate world, small business or the public sector.
Putting considerations such as the work itself, employer values, career trajectory, benefits, job security, etc. (all covered by others) aside, there is the elephant in the room. Inhabitants of the corporate world, small business (including startups), and the public sector are all fond of rolling their eyes — with a bit of envy mixed in — at the other sectors’ working culture.
During my time at a major consulting firm, my employer and my clients were mainly in the corporate sector. These days, as an independent consultant, I work with institutions of all 3 kinds. I think there are characteristics, by which I mean frequent but not universal, strengths and weaknesses of each. But I think there’s no clear winner in terms of overall effectiveness (or personal warm-and-fuzziness), however one could define or measure it.
Read the full article, Who’s “better” to work for? Corporate world, small business, or public sector?”, on LinkedIn.
It takes more than talent to become a valued employee in today’s workplace. Sherif El Henaoui identifies the benefits of finding the right fit.
Top people are desired. Every company wants them: the intelligent, creative, endurable, high-performance worker. Since this desired workforce is rare, there is a “war” as suggested by the HR literature. I once heard a quote of a McKinsey partner commenting on the Internet bubble crisis saying, “We won the war for talent, but we ended up with too many prisoners.”
We want to suggest a more peaceful view on the matter. High-performance is also a result of the cultural fit. This applies to societies and corporations. An aggressive, forward-looking sales professional works well in one type of company but is perceived as too pushy and less collegial in another. Is that the fault of the employee?
Read the full article, Fight Your Own War for Talent, on LinkedIn.