Kultura organizacije nije PowerPoint prezentacija od 125 slideova. Niti je Excel dokument s KPI-evima. Kulturu ne gradimo na Gantt chartovima i definiranjem milestoneova.
Kultura se gradi i stvara, prvenstvenom, ljudskom interakcijom. Interakcija se fokusira oko vrijednosti iza kojih tvrtka stoji, u koje vjeruje i koje promovira. The Culture Code definira tri temeljne vrijednosti izgradnje kulture, a prema organizacijama koje su u tome najuspješnije:
- Build Safety – kreiranje sigurnog okruženja u kojem svi smiju otvoreno izreći svoje mišljenje, stavove i ideje
- Share Vulnerability – pokazivanje ranjivosti tj. slabosti u velikom dijelu organizacija smatra se negativnim i nepoželjnim. Međutim, to ne vodi k izgradnji zdrave i dugoročno održive kulture.
- Establish Purpose – bez jasnog razloga zašto nešto radimo i s kojim ciljem nemoguće je postići kulturu vjere u organizaciju, njezin rad i produkte
Kultura nije one-off aktivnost. Nije nešto za što je moguće angažirati konzultante, kreirati prezentacije, pravilnike i dokumente te zatim staviti kvačicu na KPI “Izgradi kulturu”. Kultura organizacije je živi organizam koji, ako se zapostavi, odumre i nestane.
Uživao sam u ovoj fantastičnoj knjizi. Prepuna je korisnih savjeta ali i primjera iz raznih organizacija diljem svijeta: od Navy SEAL do Pixara. Fascinantno kako je kultura u svim tim organizacijama izgrađena na tri temeljna principa opisana u knjizi.
“We focus on what we can see – individual skills. But individual skills are not what matters. What matters is the interaction”
“Culture is a set of living relationships working toward a shared goal. It’s not something you are. It’s something you do”
Skill 1 – Build Safety
“Safety is not mete emotional weather but rather the foundation on which strong culture is built”
“Belonging cues are behaviors that create safe connections in groups”
“Group performance depends on behaviors that communicates one powerful overarching idea: We are safe and connected”
“Belonging cues have to do not with character or discipline but with building an environment that answers basic questions: Are we connected? Do we share a future? Are we safe?”
“This task [solving hard problems] involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be”
“Collisions – defined as serendipitous personal encounters – are, he [Zappos founder] believes, the lifeblood of any organization, the key driver of creativity, community and cohesion”
“What mattered most in creating a successful team had less to do with intelligence and experience and more to do with where the desks happened to be located”
“In other words, proximity [people location] functions as a kind of connective drug. Get close, and our tendency to connect lights up”
“Studies show that the digital communications also obey the Allen Curve; we’re far more likely to text, email, and interact virtually with people who are physically close”
“Relatedly, it’s important to avoid interruptions. The smoothness of turn taking, as we’ve seen, it a powerful indicator of cohesive group performance”
“If you want to create safety, this [hide weaknesses and appear competent] is exactly the wrong move. Instead, you should open up, show your mistakes, and invite input with simple phrases”
“To create safety, leaders need to actively invite input”
“One habit I saw in successful groups was that of sneak-preview future relationships, making small but telling connections between now and a vision of the future”
“When you enter highly successful cultures, the number of thank-yous you hear seems slightly over the top”
“The groups I visited were uniformly obsessed with design as a lever for cohesion and interaction”
“Make sure everyone has a voice: Ensuring that everyone has a voice is easy to talk about but hard to accomplish”
Skill 2 – Share Vulnerability
“At some level, we intuitively know that vulnerability tends to spark cooperation and trust”
“The link between vulnerability and cooperation applies not only to individuals but also to groups”
“The mechanism of cooperation can be summed up as follows: Exchanges of vulnerability, which we naturally tend to avoid, are the pathway through which trusting cooperation is built”
“But they succeeded because they understood that being vulnerable together is the only way a team can become invulnerable”
“He is demonstrating that the most important moments in conversation happens when one person is actively, intently listening”
“Make sure the leader is vulnerable first and often: As we’ve seen, group cooperation is create by small, frequently repeated moments of vulnerability. Of these none caries more power than the moment when a leader signals vulnerability”
“Over communicate expectations: The successful groups I visited did not presume that cooperation would happen on it’s own”
“In conversations, resist the temptation to reflexively add value: the most important part of creating vulnerability often resides not in what you say but in what you do not say”
“One good AAR [Arter Action Report] structure is to use five questions:
- What were our intended results?
- What were our actual results?
- What caused our results?
- What will we do the same next time?
- What will we do differently?
Some teams also use a Before-Action-Review, which is build around a similar set of questions:
- What are our intended results?
- What challenges can we anticipate?
- Whare have we or other learned from similar situations?
- What will make us successful this time?”
“Use flash mentoring. One of the best techniques I’ve seen for creating cooperation in a group is flash mentoring”
Skill 3 – Establish Purpose
“When I visited the successful groups, I noticed that whenever they communicated about their purpose or their values, they were as subtle as a punch in the nose”
“These groups, who by all right should know what they stand for, devote a surprising amount of their time telling their own story, reminding each other precisely what they stand for – then repeating it ad infinitum”
“High-purpose environments are filled with small, vivid signals designed to create a link between the present moment and a future ideal”
“This is the way high-purpose environments work. They are about sending not su much big signal as a handful of steady ultra-clear signals that are aligned with a shared goal”
“Creating engagement around a clear, simple set of priorities can function as a lighthouse, orienting behavior and providing a path toward a goal”
“Many leaders of high proficiency groups focus on creating priorities, naming keystone behaviors, and flooding the environment with heuristics that link the two”
“Building purpose in a creative groups is not about generating a brilliant moment of breakthrough but rather about building systems that can churn through lots of ideas in order to help unearth the right choices”
“Here’s a surprising fact about successful cultures: many were forged in moments of crisis”
“Name and rank your priorities: In order to move toward a target, you must first have a target”
“Be ten times as clear about your priorities as you think you should be”
“Figure out where your group aims for proficiency and where it aims for creativity”
“Embrace the use of catchphrases”
“The trick to building effective catchphrases is to keep them simple, action-oriented, and forthright”
“Measure what really matters”
Goodreads: The Culture Code
Amazon: The Culture Code
Blackwell’s: The Culture Code
MOBI: The Culture Code – MOBI
EPUB: The Culture Code – EPUB