Recently, I had the privilege to lead a session with a management team where they wanted to explore their interaction style as a leadership committee. This was a global, culturally diverse, senior team—leading over 4,000 staff between them, performing critical daily tasks for the organisation, and defining the future strategy of their division with implications for the company at large.
There is a huge revolution occurring around the role that HR plays in an organization. The role used to be about the Resource part of HR, but more and more it is becoming about the Human side. This revolution started broadly around company culture and is focusing in on employee engagement.1 This has had a profound impact not only on HR but also on what is expected from employees. People are now constantly asked “Are you engaged yet?” instead of “Is it done yet?”
Most people don’t talk about constructive cultures1 and correctional facilities in the same breath. If anything, we might imagine how rough and tumble a correctional facility needs to be to keep everyone, officers and residents alike, safe. The reality is nothing is further from the truth. Not only are constructive corrections cultures the safest; they also have the highest potential for helping those under supervision to turn themselves around.2, 3
What does organizational courage demand?
In part one of my two-part post, I introduced the notion of organizational courage and shared my thoughts on what it is and provided some framing. In this post I will share practical strategies and action steps you can take to build courage within your organization.
On a recent bright Minnesota morning, tucked into one of the thousands of conference rooms across the state, a management team sat somberly. Several weeks earlier they had participated in a meaningful retreat with key employees and clients, rediscovering and clarifying their vision, values, and goals for the organization. Spirits were high that day and energy seemed to crackle as it moved about the room, fueled by the vision of what they wanted to create. Now, however, new developments in corporate politics made the vision seem nigh on impossible, and the group was about to surrender in defeat, once again melting into the mediocrity of organizational bureaucracy.