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  • Format: PDF


An organizational "North Star," codifying valued behaviors foroptimal performance The Culture Engine shows leaders how to create a highperforming, values aligned culture through the creation of anorganizational constitution. With practical step-by-step guidance,readers learn how to define their organization's culture, delineatethe behaviors that contribute to greater performance and greaterengagement, and draft a document that codifies those behaviors intoa constitution that guides behavior towards an ideal: a safe,inspiring workplace. The discussion focuses on people, includingwho should be…mehr

Produktbeschreibung
An organizational "North Star," codifying valued behaviors foroptimal performance The Culture Engine shows leaders how to create a highperforming, values aligned culture through the creation of anorganizational constitution. With practical step-by-step guidance,readers learn how to define their organization's culture, delineatethe behaviors that contribute to greater performance and greaterengagement, and draft a document that codifies those behaviors intoa constitution that guides behavior towards an ideal: a safe,inspiring workplace. The discussion focuses on people, includingwho should be involved at the outset and how to engage employeesfrom start to finish, while examples of effective constitutionsprovide guidance toward drafting a document that can actualize anorganization's potential. Culture drives everything that happens in an organization day today, including focus, priorities, and the treatment of employeesand customers. A great culture drives great performance, and canhelp attract and retain great talent. But a great culture isn'tsomething that evolves naturally. The Culture Engine is aguide to strategically planning a culture by compiling thecompany's guiding principles and behaviors into an organizationalconstitution. * Decide which behaviors and attitudes are desired in theorganization * Secure leader commitment to planning, drafting, andimplementing the document * Learn the most effective way to socialize the draft statementand get everyone on board * Model desired behaviors to boost employee engagement throughoutthe process Organizational culture is not an amorphous thing - itcomes down from the top, inspired and exemplified by theleadership. It can steer a company up or down, keep it on missionor force it off-course. For an organization to fulfill itspotential, the culture must be on-point, truly reflecting the heartof 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.

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  • Produktdetails
  • Verlag: John Wiley & Sons
  • Seitenzahl: 272
  • Erscheinungstermin: 2. September 2014
  • Englisch
  • ISBN-13: 9781118947333
  • Artikelnr.: 41739555
Autorenporträt
S. CHRIS EDMONDS is the founder and CEO of The Purposeful Culture Group, an organizational culture consulting firm. Since 1995, he has also served as a senior consultant with the Ken Blanchard Companies. Over the course of his career, Chris has delivered over 100 keynote speeches, authored or coauthored 6 books, and consulted for clients in almost every industry. He is an adjunct professor at the University of San Diego's School of Business.
Inhaltsangabe
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