“It’s a good list,” said Miguel. The list had emerged from a values exercise the week before. After an extensive word pairing process, some heavy lobbying, push back, protest and negotiation, this was the list that made it.

“So, now you have a list,” I said. “What do you do with it?” Miguel’s eyes brightened, then his brow furrowed.

“I’m not sure. I guess we could print them out on fancy paper, frame them and put them on the wall next to the Mission Statement.”

I stared straight at Miguel. “Dude, you are going to have to do better than that.”

Miguel nodded in agreement.

“Get your team back together and take this to the next step. If you want to create a positive culture, you have to live by your values. Everything you do as a company should support these values. You have to identify the stories, the examples and the people. Then you have to amplify them. You have to amplify them in meetings, newsletters, memos and emails.

“Get your team together and figure it out. In what way can we communicate our values and the behaviors connected to those values to every person in the company. Frequently.” -TF

Twenty three people milled about the room. We had gathered together to talk about culture. It’s not an odd topic to talk about, but to learn that there is actually a defined process to create was new.

With such a large group, from vice-presidents to managers to supervisors, we broke into six smaller groups so quick discussions could occur.

“On the table, everyone grab a little stack of sticky notes. Please identify five values that you believe are important in guiding our behavior as the company works together. Write one value on a separate sticky note.” Within 90 seconds, most had completed the assignment. Each small group was given another 90 seconds to share their responses, to make sure each person had five sticky notes.

“We have a big white board up here. I know it will get noisy, but everyone stand and come stick your five values to the board. Once all the notes are on the board feel free to group all the duplicates together and then sit down.”

And so the room was thrown into chaos for a few minutes. In the end, 62 different values were represented on the board. Those 62 values were quickly and randomly rearranged into 31 pairs of words.

“This next step is like a double-elimination tournament for a softball game, only quicker. For each random pair, we are going to vote on which value best represents what we want for our collective culture. The winners will go on one side and the losers on the other. Then we will pair all the winners and pair all the losers. To get off the board, the value has to lose twice, so a losing value could earn its way back to the winner’s side of the board.”

The voting went quickly. As the selections went from 62 to 31, down to 12, we then broke into group discussions to get the last 12 down to six. Groups were allowed to advocate for their most important values. In the end, we had five values, with very clear understandings what behaviors were connected to each. The process had taken an hour and a half. We adjourned to get some work done. Our next meeting was scheduled for the following week. -TF

The management team was assembled in the conference room. Culture was the topic of the day.

“You can either try to get people on board with your culture, or you can build the culture that people want to get on board with. Which is it going to be?” I asked.

Since Miguel called this meeting, everyone was looking at him. The silence was working its discomfort. I broke the group into teams of two. Erica’s team was the first out of the gate.

“I don’t think you can talk people into it. The culture has to make personal sense and they have to believe it is really true. People can smell a pig no matter how much lipstick is on it.”

“What do you mean, it has to make personal sense?”

“I mean the values of the company have to be close to the values of the person. If there is a conflict, either the company has to change or the person has to go find another company.”

“Do you think culture comes from values?” I continued to probe.

Erica wasn’t sure where this was going, but she had already stuck her neck out. “I think culture is the collected values of every person who is a member of the group. The collected values govern the behavior of the group. It sets the expectation, creates the environment in which we work.”

“So, would you agree that the first conscious step toward a positive culture is to actively collect the values of each member of the group?” I stopped. “A little scary, perhaps. Until we collect the values, we can get away with ambiguity. Once we collect the values, there is no place to hide.” -TF

“In your company, you have precisely the culture you have designed,” I said.

“Yes, but nobody designed our culture,” protested Miguel. “It just is what it is.”

“Your culture is what it is, because you allowed it to happen that way. You currently have an unconscious culture that is drifting without guidance. To build a positive culture requires conscious work. And to get people to support that culture requires that they participate in its creation.”

“But what if the culture is already there?” Miguel was still trying to play the victim.

“Culture doesn’t get carved in stone. It is constantly changing, for better or for worse. The conversation about culture can start anytime.”

Miguel was quiet, then finally asked a question. “So, what does this conversation sound like?”

“Why don’t we talk about it all together? When can you collect your management team?”

“How about tomorrow morning? Early.” -TF

“Our culture?” Miguel stopped. “Well, there is the official story, and then there is the truth.”

I smiled. “Well, we all know the story is better than the truth.”

“Yeah, I know,” Miguel continued. “I mean, we try hard. We got the company mission statement posted by the front door. We got the teamwork posters on the wall. We have an employee newsletter, but you know, morale is still in the dumpster.”

“What do you think is the problem?”

“Don’t know. We try to get everybody on board, but the enthusiasm just isn’t there. It’s like they just don’t believe what a great place this is.”

“Who decided it was such a great place?” I asked.

Miguel was puzzled. “What do you mean, nobody really decided.”

“That’s the point. We, as managers, have manufactured the things you describe as culture. The mission statement looks like it came from some Mission Statement book. The teamwork posters were bought out of a catalogue. I have read your employee newsletter and all it talks about is how to make changes in your 401(k) plan and make a claim in the health insurance program. You have the tools to create and communicate your culture, but you are not using them.

“The biggest tool you have is participation. People will support a workplace they help to make.”

So, I am curious. How does your organization get people to participate in the creation of elements you would describe as culture? Please post a comment. -TF

At some point during the next few days, life will turn from frenetic holiday chaos to moments of family, friends and reflection.

Take a deep breath and exhale completely. The stress will melt away.

It is almost time to rest and renew.

Gather those around you and wish them well. Smile at yourself for you have accomplished much this year. -TF

Thursday is Day Four without power. Management lessons become visible. Media lessons become visible.

Watching television is a strange way to pass the time. Local tv stations are doing their level best to whip up controversy. There are some people who have already exhausted their personal supplies, and indeed, they are standing in line. It’s like a music festival without the music. But if you get away from the television, you can see a different picture.

Crews are mobilizing to help get power restored. Entrepreneurs are roaming the streets with chainsaws and pressure washers. Citizens are moving STFO and SSIH in manageable piles so municipal crews can remove it with large mechanical jaws. (STFO – Stuff that fell off. SSIH – Stuff snapped in half.)

I attended a meeting at a local college this morning, its administrative staff and faculty in the foyer organizing how to get classrooms fired back up by next Monday. At another location, response teams are rolling trucks to restock gear and refuel power generators. A barbeque grill churns out hamburgers as each driver packs some food before they disappear for another run.

I think we will survive this. -TF

The mornings are eerie after Wilma. The cold snap freshened the atmosphere. As I lay in bed, there seemed not a whisper of wind. In the background, the drone of personal generators reminded me that this part of the world is in temporary survival mode. My battery-powered black and white television showed scenes of collapsed roofs and reports of widespread power outages. For anyone dealing with similar damage, it’s crucial to get repairs promptly. If you’re in need of assistance, click here now for gutter and roofing repairs to ensure your home is protected and restored.

But outside, the mood is upbeat; people begin to appear, drinking coffee boiled on their barbeque pits. Soon, the sound of chain saws fills the air and the piling of debris is in full force.

We sneak across the bridge to the beach to watch city crews with large machines dig several feet of sand from the road. The place looks like a war zone, but less than 24 hours after the storm, everyone is digging out. The owner of Bob’s Pizza reports that all of his employees showed up for work today. If they had power, we would be eating pizza.

Another email today, “We are up and at ’em. Everyone is here because we have a mission! Culture is right! Everyone is out in force cleaning up. No cry babies!”

Culture. My friend, Red Scott, says, “Culture eats strategy for breakfast.” Every time. -TF

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The techology gods were good to us today, the power inverter from my car is still working with my dial-up connection through the window. More tomorrow. -TF

The wind is gusting 105mph over my house as I write this. We lost power several hours ago, so I am depending on batteries and a dial-up connection.

As I watch this storm pass over, I think about the differences in preparations for the last three major hurricanes. Someone sent me an email contrasting the different responses from the populations involved between Katrina, Rita and Wilma. The differences centered on the personal responsibility taken by the citizens of each affected area. Taking responsibility for one’s own safety, from personal emergency supplies to taking shelter seems to make a big difference in the outcome of the aftermath.

And I think about what really makes the difference. Is it leadership? Is it some specific action taken by this local official or that state official? And I thought, NO. It has less to do with specific action than it does with the accountability culture of the community. Where the culture of the community commands personal responsibility, the outcome is much different.

Community leaders can make grand media pronouncements, or call in the National Guard, but ultimately, what happens has more to do with the accountability culture of the community.

What kind of accountability culture does your company have? What impact does that have on your company’s success in the marketplace?

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Postscript. I am now using a power converter in the front seat of my car. We still have a dial-up connection in the house. We will work hard to keep this blog churning in the aftermath of Wilma. Stay safe. -TF