The Leader-Culture Connection Part 3

Accepting Cultures are characterized as follows:

• The overall atmosphere is very positive, but there are a few topics that are taboo, or there are a few incompetent leaders who remain in the job too long. These unresolved issues and problematic leaders are the bumps and potholes that create tension. In many cases, the difficulties remain isolated in the departments were those poor managers lead. For the people on these teams, the environment may be quite negative, while the rest of the organization thrives.

• Generally, most people in the organization are supportive of each other's roles and goals. Communication is a strength, and people don't feel the need to defend their turf.

• Some difficult decisions are avoided instead of addressed expeditiously. For instance, leaving a poor leader in place too long erodes the trust and drive of those who serve in that department.

• Most people who work in these organizations think they are the organization is the one of the best ones they've ever experienced. They love the blend of clear goals and strong relationships, and they are highly motivated to do their best. The senior leaders in these organizations invest in developing people and the culture. If they were more assertive about taking care of problems in the culture, they could be even more successful.

• These organizations enjoy a strong reputation, so they attract a lot of applicants. However, the new hires who are placed under incompetent leaders are deeply disappointed.

Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.

The Leader-Culture Connection Part 2

Inspiring Cultures are characterized as follows:


• The leaders of these organizations give clear direction, but they aren't authoritarian; they value the input of every person. Authority is decentralized.

• Leaders cultivate an atmosphere of trust and respect.

• People throughout the organization believe that what they do each day really matters-to themselves, to their teams, to the organization, and to their constituents. They come to work each day with a compelling sense of purpose, a sense of they are involved in a cause much bigger than themselves.

• These organizations have high, yet realistic expectations. They set high goals, train people, give them the resources they need, stay connected throughout the process, and encourage them to succeed.

• Creativity is rewarded, and failures are viewed as stepping stones of growth. In fact, failure is seen as an essential part of the process of innovation, not a fatal flaw.

• There are few, if any, turf battles, so communication flows up and down the organizational chart and between departments.

• Top leaders retrain or replace leaders who cannot provide a positive work environment for their teams.

• There is a powerful synergy between relationships and organizational goals. The organization invests significantly and systematically in creating and building a healthy culture.

• Leaders regularly celebrate success throughout the organization, and they even celebrate those who leave and find success elsewhere.

• These organizations are a magnet for job applicants. They have their pick of the best and the brightest.

Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass

Double That Number!

I read recently that we eventually reach an age when the likelihood of living twice as long begins to diminish. I think I am there. I doubt I will live to be 110. But, I have been married 34 years – and that number is still double-able (easier to write than it is to say!).

So, as we celebrate our 34th anniversary I am hoping for –at least- 34 more years!

Like a Coat from the Cold

I've found comfort and courage in bottles of whiskey.

But I swear to you friend that that life is sum'm risky.

I have backed away quickly from those that would burn me.

and stopped up my ears that no one should learn me.

But the lady beside me is the one I have chosen

to walk through my life

like a coat from the cold

I have flown like a bird from every cage that confined me
and broken every one of the ties that could bind me
I have danced me around some sad ol' situations
and taken up my share of them sweet invitations


But the lady beside me is the one I have chosen
to walk through my life
like a coat from the cold

The Leader-Culture Connection Part 1

Organizational scholar Edgar Schein has argued that corporate cultures are created in the image of their leader. That is, the culture reflects the values, attitudes, and behaviors of the leader. The culture then creates leaders in that image.


This creates a strong mutually reinforcing dynamic that is hard to break. When a culture needs to change, either the leader needs to change or the organization needs to change leaders. But changing a culture doesn’t happen over-night. In fact, changing an organization’s culture is what Robert Quinn calls a deep change. And deep changes usually take 18-36 months.

Understanding the link between a leader and the culture of the organization provides an excellent tool for assessing organizations. Even if I have never met the leader or observed him or her directly, I can tell a lot about them by observing the organization’s culture. And I can get a pretty good idea of the type if culture exists in an organization by talking to the leader.

In the next several posts, I will be discussing 5 distinct culture types. See if you can identify your own organization in any of these descriptions.

Sources:

Schein, E. (2010) Organizational Culture and Leadership, 4th Edition. San Francisco: Jossey-Bass.

Quinn, R. (1996) Deep Change: Discovering the Leader Within. San Francisco: Jossey-Bass.

Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.

Old No 1

I have been listening to Guy Clark since I was in high school. In fact, I still have my copy of his first album, Old No 1. This is the album that has several of the classics: Desperados Waiting for a Train, LA Freeway, She Aint Goin Nowhere, That Old Time Feeling, Like a Coat from the Cold, and Instant Coffee Blues.

When I went to Austin College in the fall of 75, I took my record player -you may need to google that or look it up on wikipedia- and played this record all the time. This competed for air time in the dorm with everybody else's KC and the Sunshine Band.

Guy, and of course Verlon Thompson, came to a great new venue in Fort Worth Thursday. Justin treated me to a night I will never forget at the Live Oak Music Hall and Lounge .

I took Old No 1 with me and told one of the Live Oak managers that I would love to get the chance to have Guy autograph it for me. He told me that Guy usually comes out after the show and to hang around. He also said he would watch out for me. When the show ended Justin and I waited for a while. We talked to Verlon when he came out, but still had not seen Guy.

Finally, the Live Oak manager came out and saw us. He took the album and went back to the green room to check with Guy about our request. Moments later, we were escorted to the back where we met Guy. He was so gracious and quickly reached for the sharpie in his bag.