Culture change is a human experience. It’s not just a business imperative, as it has been viewed for decades, as reflected in the following examples. “If we’re going to grow, we have to change the culture,” or “This culture is toxic, and it is affecting our customer service.” These examples reflect a perspective that is short-sighted and can be detrimental to the success of your business and employees. For culture change to have a chance of becoming contagious, leaders should more deeply understand how business needs and the human experience of change can work in concert. Together, these two can help navigate change pitfalls. More on those in a moment.
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.
“Experience” and “learning” are two powerful words that shape and strengthen personal and professional accountability, effectiveness, and success. These two words are close to my heart and mind. I firmly believe that they are of utmost importance in today’s VUCA world.1 The more we can experience and learn, the better we can adapt and explore current and future situations.
The above holds true for the consulting world, too. All client projects or contracts are an experiential learning curve for consultants, as each engagement hones the consulting growth mindset. Effective utilization of this mindset facilitates better client service and a successful consulting engagement.
Establishing and maintaining a strong workplace culture is a major undertaking for any organization. But when your organization grows 300 percent in the space of a year, holding onto the culture and values that led to such success becomes an uphill battle. That’s the challenge that Ron Storn, VP of People at Lyft, took on when he joined the company—how do you keep values alive while your organization is growing at a dizzying rate?