We are experiencing a historic shift in how people view the importance of culture and culture change. As a result, most CEOs and other top leaders will be expected to understand and deal with culture challenges proactively, or they will be considered both financially and morally negligent. Yes, financially and morally negligent. We are seeing top leaders held accountable for their own behavior and for unacceptable behavior deep in their organizations at a level we have never witnessed before. This is driven by a much greater culture shift in society—and it is long overdue.
We received our best audience feedback ever after the 3rd Annual Ultimate Culture Conference. For the first time, one specific speaker insight stood out and was highlighted by numerous attendees. What was this insight about leadership and culture? Why did it resonate so much? I think it’s a sign of the times as culture transitions from a subject of interest for many to the sustainable driver of effectiveness that many feel compelled to nurture, develop or change.
It’s been nearly three years since Merriam-Webster declared “culture” its 2014 Word of the Year, but it has yet to lose any momentum. Culture has become ubiquitous in the business world, with media giants from Forbes to CNN to Huffington Post regularly publishing articles on the topic. Numerous articles cite culture as a key contributor (if not the key contributor) to retaining top talent, and research shows an undeniable relationship between culture and financial performance.
But with the spotlight firmly placed on workplace culture, leaders and organizations often miss a crucial piece of the puzzle. Where are all the articles, posts, and interviews on climate?
Do you fully understand your culture and how it’s impacting performance? Are you managing a clear journey to effectively evolve your culture with a direct and sustainable impact on performance? There aren’t many leaders that can confidently answer “yes” to these two questions. We see culture tips and advice at every turn that range from superficial to endlessly complicated. If you are like me, it’s hard to understand what to believe.
It’s very important for leaders and change agents to learn from the culture pioneers and experts in this evolving field. Human Synergistics, therefore, convenes an annual Ultimate Culture Conference to bring visibility to important insights from culture trailblazers and progressive leaders.
Founded by Matt MacInnis in 2009 as a way to make the world a smarter place, Inkling is on a mission to transform how field employees get work done. Calling Inkling Knowledge “a huge advancement over the usual, flat boring PDFs,” Fast Company named Inkling one of the most innovative companies in 2014.
Recently, Matt shared his personal journey at the 2nd Annual Ultimate Culture Conference in San Francisco. What follows is Matt’s story of breaking away from the Apple way of doing things in order to shape an authentic culture at Inkling.