Culture experts and enthusiasts recently gathered in San Francisco for the 2nd Annual Ultimate Culture Conference. A theme of the day was that most leaders recognize culture as a critical factor for success, but it remains an elusive concept and has become an overused word. To kick off the conference, Tim Kuppler interviewed Rob Cooke, CEO of Human Synergistics, to explore culture along with some related constructs (like climate) that are sometimes confused or used interchangeably with it. Some of Rob’s answers to Tim’s questions are summarized here.
Seasoned leaders know that the road to a successful change management process is not always a smooth one. Strategy, structure, tech, resources, and capacity all may be in place and positioned for an effective effort. However, what are often missed are factors that can be crucial to success and that can blindside the unwary leader. In two words: Culture and Conflict.
Interest in the subject of culture continues to grow dramatically. It’s a hot topic, and for good reason. Research shows Constructive cultures lead to increased profitability, satisfaction, performance, and more. The Annual Ultimate Culture Conference gathers top thought leaders in the field of organizational culture and leadership to provide valuable insight into and discussion around this elusive concept for professionals passionate about shaping workplace culture.
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?”