An organizational "North Star," codifying valued behaviors for optimal performance The Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution. With practical step-by-step guidance, readers learn how to define their organization's culture, delineate the behaviors that contribute to greater performance and greater engagement, and draft a document that codifies those behaviors into a constitution that guides behavior towards an ideal: a safe, inspiring workplace. The discussion focuses on people, including who should be involved at the outset and how to engage employees from start to finish, while examples of effective constitutions provide guidance toward drafting a document that can actualize an organization's potential.
Culture drives everything that happens in an organization day to day, including focus, priorities, and the treatment of employees and customers. A great culture drives great performance, and can help attract and retain great talent. But a great culture isn't something that evolves naturally. The Culture Engine is a guide to strategically planning a culture by compiling the company's guiding principles and behaviors into an organizational constitution.
- Decide which behaviors and attitudes are desired in the organization
- Secure leader commitment to planning, drafting, and implementing the document
- Learn the most effective way to socialize the draft statement and get everyone on board
- Model desired behaviors to boost employee engagement throughout the process
Organizational culture is not an amorphous thing – it comes down from the top, inspired and exemplified by the leadership. It can steer a company up or down, keep it on mission or force it off-course. For an organization to fulfill its potential, the culture must be on-point, truly reflecting the heart of the company from leaders to team members across the company. The Culture Engine helps leaders define the playing field, pushing performance to the next level.
Table of Contents:
Foreword xi
Acknowledgments xiii
Introduction xv
How Did I Learn about Organizational Constitutions? xvii
How Is the Book Structured? xix
Chapter 1 What Is an Organizational Constitution and Why Do You Need One? 1
What Is the Condition of Your Team or Company’s Culture, Right Now? 3
The Concept of Perfection 8
How Civil Is Your Workplace? 10
Who Is in Charge of Culture? 12
Create a Pocket of Excellence 14
An Organizational Constitution Is a “Disruptive Technology” in Your Workplace 16
The Performance-Values Matrix 20
The Costs of Measuring Only Performance 23
How Does an Organizational Constitution Help Your Company, Department, or Team? 30
Client Impact 32
Your Leadership Legacy 34
Chapter 2 It Starts with You 39
Clarify Your Personal Purpose 43
Clarify Your Personal Values and Aligned Behaviors 46
Define Your Values 48
Add Observable, Tangible, Measurable Behaviors to Each Value 51
Your Values, Definitions, and Behaviors 54
Formalize Your Leadership Philosophy 56
Key Elements (Present Day) 60
Desirable Outcomes (Future State) 61
Live Well to Serve and Lead Well 63
Servant Leadership Is the Foundation 67
Chapter 3 Clarify Your Organization's Purpose 71
What Is an Effective Purpose Statement? 74
Communicating Your Company’s Reason for Being 78
What Is Your Team or Company’s Actual Purpose? 79
Humans Are Drawn to and Inspired by Great Purpose 81
Crafting a Compelling, Inspiring Purpose Statement 82
Chapter 4 Define Values in Behavioral Terms 89
Why Do You Need Values Defined in Behavioral Terms? 91
Your Beliefs May Not Be Aligned 93
Build Your Values Foundation on Behaviors 94
Step-by-Step Guidelines for Creating Valued Behaviors 97
Define Your Values 102
Include Observable, Tangible, and Measurable Behaviors for Each Value 105
Your Values, Definitions, and Behaviors 108
Chapter 5 Outline Strategies and Goals for the Coming Fiscal Year 113
Five-Point Strategic Planning Wheel 120
Who Is in Charge of Communicating Your Business Strategies and Goals? 123
Measure the Right Things 125
Build a Draft of Your Team or Company’s Strategic Plan and Goals 127
Chapter 6 Your Organizational Constitution Must Be LIVED 133
Engage All Leaders in Your Organizational Constitution’s Implementation 135
Describe the Way 141
Model the Way 147
Align the Way 150
Contribution Management instead of Performance Management 151
The Values-Aligned Tribe Culture at WD-40 Company 154
Chapter 7 Gathering Formal Feedback on Valued Behaviors 163
Is it Responsibility or Accountability? 171
Crafting Your Custom Values Survey 174
Leaders Must Be Rated on Their Values Alignment First 182
Chapter 8 Dealing with Resistance 189
What Does Resistance Look Like? 196
How Must a Leader Address Resistance? 198
Chapter 9 Hiring for Values Alignment 203
How Do You Hire Today? 205
Before the Hire—Recruiting, Interviewing, and Assessing 207
After the Hire—Orientation and Integration 211
What if the New Hire Just Doesn’t Fit? 216
Chapter 10 Don't Leave Your Organizational Culture to Chance 219
Long-Term Alignment versus Short-Term Results 222
Scoring Your Culture Effectiveness Assessment 222
Implementing an Organizational Constitution Is an Ongoing Project 225
Keep Me Informed 227
Notes 229
About the Author 235
Index 237
