Today, we are going to talk about organisational culture.
The biggest test isn’t what is on the wall or in a handbook; it’s the lived, acceptable, and unacceptable behaviours.
What are the consequences of behaviour, good and bad?
What we know and preach
- it needs to be outrageous; nobody talks about a mediocre meal at a restaurant (only if it was very good or awful)
- distributed ownership, where people will say this is or isn’t what we do around here
When we call out bad behaviour
For example, we don’t swear around here.
Then you hear someone drop the f-bomb down the corridor.
It’s more about asking them first… is everything okay… Because this is not how you usually speak?
Nick says 1. seek to understand first 2. then understand the context of what is happening.
But if there isn’t, it’s a matter of saying… this is not what we do here.
But this must happen from the ground up. We know from our leadership of organisations that if you don’t do this, it doesn’t work.
Distributed ownership makes the job of the leader so much easier.
Saarrah next speaks about maximising strengths.
In small organisations, it is like working in a particular area. It’s like being on a basketball team, where everyone works to a specific strength, like being a point guard or a shooter.
Saarrah asks about the areas of strength. Do they need to be at a liveable or manageable point, or can you completely diminish them and make them disappear?
Nick says the starting point is that we are all created with something unique and special about every human being that no one else has.
We will explore this further next week. Once you understand it, it’s mind-blowing.
You have an obligation to exploit this talent, but your team also has the responsibility to help you exploit it.
Your Hosts
Saarrah
Mathinthiran
Nick
Marvin
Ella
Barwood
