Create A Culture of Magical Business Performance
Great leaders know that building a fan of their brand starts with the culture of their organization. The magic of the business culture is in solving hard problems together. In the blog – Creating a Culture of Interdependency I talked about creating magical business performance with defining the- what, why and how of the organization. The Excellence reflex is the natural behavior that occurs with team members that are driven by sense of purpose.
Daniel Coyle the author of The Culture Code talks about three behaviors that drive success in the organizational culture.
1. Building Safety
Great leaders have the ability to send signals of safety to team members. This gives staff a sense of certainty that everyone is connected. The result is a magical business culture of performance. People come together with clarity about what they are doing and why they are doing it, when problem solving. If there isn’t certainty or safety in the organization, people shut down and place their energy elsewhere. How does a business owner build a safe environment that maximizes team performance?
Here are two actionable ideas
A. Send a two -line email. The leader emails team members with - 1- Tell me one thing that you want me to keep doing. -2- Tell me one thing to stop doing.
B. Change the size of the table where staff socializes. Increasing the size of the table maximizes the opportunities for co-workers to create a family type of environment. People relax and open -up around food. If the table is in the lunch room, get a bigger lunch table.
2. Shared Vulnerabilities
Typically, people want to build trust before becoming vulnerable with others. This is the wrong approach because people usually won’t ever become vulnerable. The best way to build a magical culture of performers is in being vulnerable, which creates fertile ground for opportunities of mutual vulnerability.
Creating a culture of trust connects people with one another. What is a great way for a leader to begin showing vulnerability with the team? Saying the words “ I screwed that up.” Initiating an exchange like that, gives the team member safety when speaking up and being vulnerable. This creates a vulnerability loop. When the feedback starts the leader can then say “tell me more.”
Have Team Action Reviews- ask these three questions
a. What went wrong?
b. What went right?
c. What are we going to do next time?
3. Create a Sense of Purpose with the Team.
Any company can thrive in calm conditions. Building a magical culture is when the team comes together in a crisis. A culture that has defined “what” we do here will enable the them to have the excellence response in their action taking. Knowing the “what” will then be the compass that navigates business decisions and behaviors in furthering the mission.
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