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.
Jeanne Malnati is the CEO and founder of The Culture Group, where she’s been making an impact in organizations and in her community. This post is based on her Ultimate Culture Conference presentation and features insights from her consulting work and in building an award-winning family business, Lou Malnati’s.
Lou Malnati came to America from Italy by boat when he was 17 years old with a dream to make a lot of money. He worked for 22 years making pizza at Uno’s’ and Dues’ in Chicago with his dad and grandfather. The day arrived when he decided it was time to go out on his own.
How many times have we heard someone complain, “We really need better communication around here”?
In fact, organizational surveys and commentaries on their results routinely cite the need for better communication to improve organizational climate, culture, and outcomes such as engagement. For example, a 2014 Gallup Poll1 revealed that fewer than 32% of US workers are engaged in their work. More sobering was the notion that nearly 1 in 6 is actively disengaged. Since we know that engagement is an outcome of culture, what does this tell us? Surely leaders didn’t set out to deliberately disengage a large segment of the people in their organizations.