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Publisher: St. FREE Shipping on. The M-factor: Media confidence for business leaders and managers Paperback. Published, 2 July by Panoma Press. Critical analysis and judgment High Medium Medium. Vision and. Business Chemistry is a tool for self-understanding and empathy—a way to The Fido Factor is a fresh take on leadership that's as powerful and.. I'm more focused on what's important, and I let things go that aren't important. A friend who is my age and a manager at a major media company told me. Design thinking and business-model innovation executives can transform their organizations into agile enterprises Information-rich industries, like technology, publishing, and media, greater confidence.

More than any other factor, the key enabler to a successful agile. Great leaders are self-assured and very confident in themselves. To distinguish yourself as a manager, lead by example. Regardless of the size of the enterprise, this one executive puts together a leadership team, a group of individuals who are all going in the same direction and, as far as customers and suppliers are concerned, operate as one.

When the team works successfully, the executive properly takes credit. When it fails, the executive takes the fall. And it requires not just practical business experience, but compassion, sensitivity, benevolence, and kindness — or, in one word, humaneness. He once observed that personality, responsibility, and intelligence — attributes that have been in demand for at least a thousand years — still are the prevailing characteristics of leadership.

Additionally, Mr. Maucher added, management skills should be enhanced with other characteristics: first, a blend of courage, nerve, and calmness; and, second, the ability to communicate internally and externally. In day-to-day business, however, the manager is well-advised to talk with the staff and learn from them, for they are highly qualified knowledge workers who are indispensable for the future of the company. The most successful manager has a broad perspective encompassing not only financial topics, but cultural understanding as well.

This manager recognizes the specialized talents of different people and keeps their needs in mind. And he includes their networks and interdependencies in the social fabric of the company. To do all of this properly means working hard to learn skills that go far beyond spreadsheet analysis. A smart leader must be a successful integrator. And that kind of leadership requires social competence. Leadership is no longer a matter of ordering and instructing, but of having and using the ability to convince.

Personality, even charisma, is an important part of the leadership skill set. Social Competence Social competence is the ability to motivate, to understand different even opposing points of view, and to manage a number of different character types and emotions. As a whole, these varied criteria form the humane factor.

They are the foundations of teamwork, of balance within a successful organization. But that makes it no less important. In the U. Social competence can be learned as part of a formal program at work, or, just as valuably, by volunteering at a local fire department, for example. In either case, the lessons come from the experiences of coping with problems in the social arena — with people from different backgrounds — in many dimensions that traditionally have not been a part of formal professional life. Executives may wonder when and how social competencies can be learned.

The curricula of elite universities and business schools and the demands of the workplace leave little time for gaining social experiences. But, no matter how severe the constraints, managers who aspire to positions of increased leadership must find the time to gather a wide variety of different learning experiences. For instance, consider the experiences of an amateur actor in a local theater company.

In acting, one has to open up, to jump into the skin of other, sometimes contrary, characters. His story is one of self-education, of abandoning self-importance, and of becoming aware that no one is infallible. The horizontal beam stands for breadth of education; the vertical beam for the depth in one special field. But it is every bit as important to have the kind of horizontal breadth that allows one to have a more fully formed perspective. Broad Education A business education that embraces noneconomic contexts can provide the kind of social competence that encourages humane leadership.

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For example, parts of the German university system traditionally very specialization-focused are adopting a general studies program, with an emphasis on educational breadth. In addition to requiring that core program, the university encourages students to build educational breadth. There, they learn to build social and humanist skills. They know, however, that they have not finished yet. They return to the university some time later to finish their studies.

Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

Because global companies increasingly encounter many culturally different ways of thinking and diverse living and working conditions, one can easily see the advantage of a broader educational background. Indeed, it makes sound business sense for management to preserve, consider, and employ traditional local cultural values in different markets throughout the world.

In Asia, for instance, the newcomer is well advised to study carefully how business relationships develop over decades of commerce. Managers schooled in a more open, less business-centric study program simply are better trained to think in longer periods of 15 to 20 years. Yes, their emphasis must remain on efficiency; but as outsiders, they will do their jobs better if they have a fuller perspective of their business choices and understand the local consequences of their actions.

Again, strong leadership is rooted in not just in-depth professional knowledge in one area of expertise, but also a broad understanding of a number of different disciplines. And the effective leader never stops learning. Management techniques change to suit different times and conditions. This lesson has certainly not been lost on the young, very well informed, self-confident, creative, and innovative Internet-generation managers.

CEOs in this new millennium must be able to provide a vision for the future of the enterprise. Specifically, they must be able to:.

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Such visions can never be static. Instead, they must emphasize dynamic processes in which change may be the only constant. Vision statements that are not flexible can do more harm than good. The best insurance against mishaps is a certain amount of courage and the willingness to listen — a leadership kind of mind-set that heeds early recognition of mistakes and is willing to correct them. The real danger lies in shutting oneself off and stubbornly going forward, only because one does not want to admit mistakes.

A single model that can assess both organizational culture and individual leadership styles is critical for this activity.

Incumbent leaders who are unsupportive of desired change can be engaged and re-energized through training and education about the important relationship between culture and strategic direction. Often they will support the change after they understand its relevance, its anticipated benefits, and the impact that they personally can have on moving the organization toward the aspiration.

However, culture change can and does lead to turnover: Some people move on because they feel they are no longer a good fit for the organization, and others are asked to leave if they jeopardize needed evolution. To shift the shared norms, beliefs, and implicit understandings within an organization, colleagues can talk one another through the change. Our integrated culture framework can be used to discuss current and desired culture styles and also differences in how senior leaders operate.

As employees start to recognize that their leaders are talking about new business outcomes—innovation instead of quarterly earnings, for example—they will begin to behave differently themselves, creating a positive feedback loop. Various kinds of organizational conversations, such as road shows, listening tours, and structured group discussion, can support change.

Social media platforms encourage conversations between senior managers and frontline employees. Influential change champions can advocate for a culture shift through their language and actions. The technology company made a meaningful change in its culture and employee engagement by creating a structured framework for dialogue and cultivating widespread discussion. For example, performance management can be used to encourage employees to embody aspirational cultural attributes. Training practices can reinforce the target culture as the organization grows and adds new people.

The degree of centralization and the number of hierarchical levels in the organizational structure can be adjusted to reinforce behaviors inherent to the aspirational culture. Leading scholars such as Henry Mintzberg have shown how organizational structure and other design features can have a profound impact over time on how people think and behave within an organization.

All four levers came together at a traditional manufacturer that was trying to become a full solutions provider. The change started with reformulating the strategy and was reinforced by a major brand campaign. The culture was characterized by a drive for results followed by caring and purpose, the last of which was unusually strong for the industry.

They agreed that they needed more risk taking and autonomy and less hierarchy and centralized decision making. The president restructured the leadership team around strong business line leaders, freeing up time to become a better advocate for the culture and to focus more on customers. We undertook a comprehensive study of organizational culture and outcomes to explore the link between them.

We analyzed the cultures of more than companies along with the leadership styles and values of more than 1, executives across a range of industries including consumer discretionary, consumer staples, energy and utilities, financial and professional services, health care, industrials, and IT and telecommunications , regions Africa, Asia, Europe, the Middle East, North America, Oceania, and South America , and organizational types public, private, and nonprofit. We diagnosed those cultures using online survey responses from approximately 25, employees together with interviews of company managers.

Our analysis highlighted how strongly each of the eight styles defined the organizations in our study. Results ranked first, and caring second. This pattern is consistent across company types, company sizes, regions, and industries. Order and learning ranked among the third and fourth most common styles in many cultures. Culture appears to most directly affect employee engagement and motivation, followed by customer orientation.

To model its relationship to organizational outcomes, we assessed employee engagement levels for all the companies using widely accepted survey questions and arrived at customer-orientation scores with an online questionnaire. We found that employee engagement is most strongly related to greater flexibility, in the form of enjoyment, learning, purpose, and caring. Similarly, we observed a positive relationship between customer orientation and those four styles plus results.

Why you should read Chapter Ten of The M-Factor

These relationships, too, are surprisingly consistent across companies. Our research was influenced by the work of countless scholars in this field, many of whom are mentioned in this article. The top team then invited a group of middle managers into the conversation through a series of biannual leadership conferences. The first one established a platform for input, feedback, and the cocreation of an organizational change plan with clear cultural priorities.

The president organized these managers into teams focused on critical business challenges. Each team was required to go outside the company to source ideas, to develop solutions, and to present its findings to the group for feedback. This initiative placed middle managers in change roles that would traditionally have been filled by vice presidents, giving them greater autonomy in fostering a learning -based culture.

The intent was to create real benefits for the business while evolving the culture. The president also initiated a program to identify employees who had positive disruptive ideas and working styles. These people were put on project teams that addressed key innovation priorities.

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The teams immediately began improving business results, both in core commercial metrics and in culture and engagement. It is possible—in fact, vital—to improve organizational performance through culture change, using the simple but powerful models and methods in this article. First leaders must become aware of the culture that operates in their organization. Next they can define an aspirational target culture.

Finally they can master the core change practices of articulation of the aspiration, leadership alignment, organizational conversation, and organizational design. Leading with culture may be among the few sources of sustainable competitive advantage left to companies today. Successful leaders will stop regarding culture with frustration and instead use it as a fundamental management tool.

Boris Groysberg is the Richard P. Harvard Business Review Press, Twitter: bgroysberg. Jeremiah Lee leads innovation for advisory services at Spencer Stuart. He and Jesse Price are cofounders of two culture-related businesses. Jesse Price is a leader in organizational culture services at Spencer Stuart.

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He and Jeremiah Lee are cofounders of two culture-related businesses. This survey, broken into two parts, can help you formulate a preliminary understanding of your culture and get the conversation started. The first part provides a simplified exploration of which two cultural styles your organization leans toward out of eight total and what this means. Ask a colleague to complete the survey as well, and then talk about your answers to delve deeper.

The second part can help you take stock of how prominent a role culture plays in your organization, and lets you compare your answers to those from other HBR readers. It also asks a series of demographic questions to help us learn more about how culture operates within organizations. First you must identify culture targets. A good target should be both specific and achievable. Interview key stakeholders and influential members of the organization as needed. Assess current and future external conditions and strategic choices and determine which cultural styles will need to be strengthened or diminished in response.

Translate the target into organizational change priorities. It should be framed not as a culture change initiative but in terms of real-world problems to be solved and solutions that create value. To accomplish this, the leadership first diagnosed the two cultures along with its aspirations for the new director.

Whereas the company was highly results oriented and focused on order, discipline, and execution, the board was far more learning oriented, exploratory, inquisitive, and focused on enjoyment. A director who was results driven and curious would help bridge the two cultures. Two years after an individual with the desired style was brought in, the board and the management team reported more-effective strategic planning activities and improved company performance.

In the two examples below, each dot represents one employee. Note that in the low-convergence organization, seven of the eight cultural attributes were cited as most important, and every quadrant is represented. That means employees viewed their company in varying and often opposite ways. Some saw a caring organization, for example, while others saw one that emphasized authority.

Why is high convergence important? Because it correlates with levels of employee engagement and customer orientation. However, if the culture you have is not the one you want, high convergence will make it harder to change. Yo-Jud Cheng. Defining Culture Culture is the tacit social order of an organization: It shapes attitudes and behaviors in wide-ranging and durable ways. Every culture style has strengths and weaknesses. The table below summarizes the advantages and disadvantages of each style and how frequently it appears as a defining culture characteristic among the companies in our study.

Consider Strategy and the Environment Assess current and future external conditions and strategic choices and determine which cultural styles will need to be strengthened or diminished in response. Formulate a culture target according to which styles will support future changes. Frame the Aspiration in Business Realities Translate the target into organizational change priorities. Context, Conditions, and Culture. Partner Center. Improved teamwork, engagement, communication, trust, and sense of belonging. Overemphasis on consensus building may reduce exploration of options, stifle competitiveness, and slow decision making.

Improved appreciation for diversity, sustainability, and social responsibility. Overemphasis on a long-term purpose and ideals may get in the way of practical and immediate concerns. Improved innovation, agility, and organizational learning. Overemphasis on exploration may lead to a lack of focus and an inability to exploit existing advantages.

Improved employee morale, engagement, and creativity.