Any debate about whether a strong and positive organizational culture predicts high performance has been settled by the recent stream of books, research, and data that underlines the power of culture to deliver results.
Hmmmm - interesting. I think I've seen bits of good practice, rather than someone who was the 'full package'.....
* New CEO who was known for being quiet and not a particularly good orator, started having senior manager forums every month, bringing together managers and elected members and really brought us in to problem solving and decision making
* Clinical leader (who'd transitioned to management) bringing patient reflections in to decision making
* Senior manager giving team members a lot of autonomy and just checking in, but being there to support and help when called upon...
Reading today's Field Note reminds me of the previous Field Note: Turning Praise into Encouragement. I think if you combine today's post with this one, you've got something better than peanut butter and chocolate. Providing encouragement when people do things that align with the culture and practices you are trying to build is the best way to get there. People do more of the things they get recognized and rewarded for and they do less of the things they get punished for (or see others being punished). Encouragement trumps praise because it not only tells people they're doing a good job, but explains they why and the what behind it. Encouragement paints a clear picture of what the successful path looks like going forward. People can see it and then follow it.
That’s a great question, so many really. I like your point about the small things. Here’s an example:
If you value your people, how do leaders show it? Do they take the time to acknowledge and recognize? In what ways? Do they publicly praise in a way that truly makes an employee feel seen and appreciated? Or is it just a wrote quarterly award that rings hollow when a VP announces it and doesn’t even know how to pronounce the employee’s name properly, or show they really know what the employee did to deserve the recognition.
I’ve personally looked for ways to go out of my to show it was genuine, like taking the time to write a note in my own handwriting and mail it to their home. That is more impactful and can build real culture that people believe in.
👏👏👏
Model the behaviour you want to see. All day, every day!!!
Do you have a good example you've seen in a great culture you've witnessed, Dr Nia?
Hmmmm - interesting. I think I've seen bits of good practice, rather than someone who was the 'full package'.....
* New CEO who was known for being quiet and not a particularly good orator, started having senior manager forums every month, bringing together managers and elected members and really brought us in to problem solving and decision making
* Clinical leader (who'd transitioned to management) bringing patient reflections in to decision making
* Senior manager giving team members a lot of autonomy and just checking in, but being there to support and help when called upon...
outstanding post. Much easier to trumpet vision and mission again and again than it is to consistently execute the details with excellence.
True... except those that see the importance of consistently talking about vision and mission will tell you it isn't easy either! :)
Good to see you here today, Peter.
Reading today's Field Note reminds me of the previous Field Note: Turning Praise into Encouragement. I think if you combine today's post with this one, you've got something better than peanut butter and chocolate. Providing encouragement when people do things that align with the culture and practices you are trying to build is the best way to get there. People do more of the things they get recognized and rewarded for and they do less of the things they get punished for (or see others being punished). Encouragement trumps praise because it not only tells people they're doing a good job, but explains they why and the what behind it. Encouragement paints a clear picture of what the successful path looks like going forward. People can see it and then follow it.
Thanks for this reference, David.
Here is the link to the previous Field Notes entry you mention:
https://admiredleadership.substack.com/p/turning-praise-into-encouragement
Stellar post (as always). I'm featuring this in this week's edition of This Week in Leadership!
www.TheBestLeadershipNewsletter.com
Appreciate it, Jeff, thank you.
This is a great post!
Glad it resonates, Shannon.
Have an example for us? A detail that exemplifies an organization's culture?
That’s a great question, so many really. I like your point about the small things. Here’s an example:
If you value your people, how do leaders show it? Do they take the time to acknowledge and recognize? In what ways? Do they publicly praise in a way that truly makes an employee feel seen and appreciated? Or is it just a wrote quarterly award that rings hollow when a VP announces it and doesn’t even know how to pronounce the employee’s name properly, or show they really know what the employee did to deserve the recognition.
I’ve personally looked for ways to go out of my to show it was genuine, like taking the time to write a note in my own handwriting and mail it to their home. That is more impactful and can build real culture that people believe in.
Loved this discussion to unpack this Field Notes entry for an extra 15 minutes here:
https://x.com/admiredleaders/status/1817998375901368553?s=46&t=qJjlPM23c8XyG3qSZ0D9cQ