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Canner holds leaders accountable for their cultures and says that “leaders who build great cultures focus on the whole institution, shaping companies where each facet of operations reinforces a vision not just for how the company should succeed, but how it should engage, look, think and feel.” He describes how companies like Chipotle and General Motors use culture to create a strong competitive advantage.
Longtime culture expert Katzenbach explains how we can apply four fundamental realities about culture including: 1) Emotional commitment trumps rational argument, 2) Enterprise cultures are complex emotionally, 3) Local cultural situations can rarely be avoided and 4) A “critical few” mindsets enables cultural alignment, to make our organizations even more effective.
It may seem a natural assumption that CEOs who fit with their organization’s culture would be more successful leaders than those who struggle to adapt and mesh. Not so fast say Hartnell and Kinicki, whose research finds that CEO leadership and culture tend to become similar over time and that this similarity actually reduces organization performance.
Wayne Brockbank & Dave Ulrich show how culture can change in five steps including 1) Define the Desired Culture, 2) Make the Culture Real to Customers, 3) Make the Culture Real to Employees, 4) Institutionalize Culture through HR Practices, and 5) HR Professionals can Help Business Leaders Model Culture. The authors urge the HR profession to move from the war on talent to the battle for culture.
We assign huge value to the impact of national culture but Sanger says other factors may be far more important drivers of leadership behavior. He suggests that broad descriptions of country groupings based on shared culture beliefs rarely predict leadership as well as simply looking at the influence of a specific country. He offers a more thoughtful approach to assessment.
What are the ingredients that make a company a truly great company? Ready believes he’s cracked the code with the concept of Collective Ambition that says great companies are Purpose-driven, Performance-oriented and Principles-led. He describes how Canadian bank RBC took a strong foundation of success and challenged themselves to examine their purpose in order to prepare for the changing competitiveness landscape.
A founding father of the concept of corporate culture, Ed Schein and co-author Peter Schein tell us that building a strong culture involves understanding how people align to it. He introduces the concept of Career Anchors – what drives a person’s motives, values and competencies – and suggests that people select Functional Competence, Pure Challenge, Autonomy or one of five other anchors as the non-negotiable reasons they engage with their company.
We discuss why lower performers actively try to sabotage higher performers and how country culture may not be as influential as traditional, strong leadership relationships.