Fluffy Bunnies & Corporate Culture

I'm sorry about this, I really am. But I feel the need to point out a few basics about corporate culture.

Corporate culture does not mean happy, friendly, fuzzy bunny teamwork.

It does not involve sympathy, peace, understanding or doing the right thing for others.

Nor does in mean showing respect, reciting core values and promoting personal development.

It MAY mean some of these things; but I keep having conversations where people are clearly mentally substituting 'culture' for 'hippy'.

Here are some diverse organisations for you to think about for a moment....

(Apple, US Navy Seals ,Google, British Olympic Cycling Team, Starbucks, IBM, UK National Health Service, JCB, Virgin Atlantic)

Do they have the same culture? No.

Do they have strong cultures? Yes.

Are they successful at what they do? Yes.

Could they do better? Always.

What they DO share is a group of people drawn to others with the same beliefs, visions and aspirations as themselves. They provide an environment where people can 'fit', feel comfortable and be part of a large tribe working towards a common goal. Could most employees from one easily fit in another? No.

The culture of a company is what defines it's heart & soul. Changing culture means changing (and challenging ) behaviours, perceptions and beliefs. 

Never try and emulate another companies culture - be proud of what you have, remember that people came to work with you because they were drawn to you.

• If you need to change your culture, make sure you know what your culture looks like today, and make sure you properly measure it's current state.
• Be absolutely clear on your business goals, and why the culture you have is a risk to their delivery.
• Then work towards changing culture from the top down, the bottom up and the middle out. 

Use employee engagement methods, behavioural changes, leadership training, communications skills, corporate events, fire the people who don't fit, promote those that do, make your actions match your words and commitments.

But above all else - measure the effects of everything you do. Measure the engagement improvements, the attrition rates, the effect on quota achievement, on employee opinion, on social media, on the multitude of things that contribute towards your success (financial or otherwise).

And remember. You are unique, your company is unique. It may be that you need to be more aggressive, more dictatorial, more individualist. It may be that you need to work harder together, it may be that more respect is needed. It WILL mean tough decisions.

Lose the fluffy bunny from your mind.

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Women Deserve Lower Pay?

On my way to London on the train, I was surprised to hear a group of young women talking about executive pay - and in particular this BBC story about women being paid half the bonuses of men.

Trains to London are fairly crowded - so leaning across the aisle, I asked them if they'd mind sharing their thoughts about 'why'.....

The girls in question were 15 years old, and after realising that I was asking them for some serious feedback, and then some discussion they decided that women generally received lower bonuses because they "are more likely to take time off work to have children." 

As you might imagine this brought some attention from others on the train (not an easy task during commuter runs - most try to insulate themselves from the world).

I pointed out that whilst that is undoubtedly true, this should only delay a career by the number of weeks/months/years taken out - and therefore should have no effect at all on male:female bonus awards. I asked did they have any other ideas.

"Maybe they are more likely to need to leave work early if there's a problem with a child."  

Inside my head I was picturing myself reciting this exchange to a government inquiry.

I made the observation that either parent can perform that duty - and that most companies understand the occasional needs of family, and do their best to accommodate it. 

Then I asked them about the women leaders they knew. No names were forthcoming. Head of Yahoo? I asked. No. What about IBM? No. Facebook? No.

For once I was lost for words. These girls were smart, from a good school and sat discussing executive pay. But none had heard of Marissa Mayer, Ginni Rometty or Sheryl Sandberg.

I thanked them for their time, wrote down "Lean In - Sheryl Sandberg" on a piece of paper and handed it over with a suggestion to give it a go.

I'd love to know who students look to and admire, or aspire to be these days. At 15 years old, I wanted to be Gene Kranz, or Bob Crippen, or John Young. I thought that Steve Furber, Geoff Crammond and David Braben were amazing, and Michael J Fox in "Secret of My Success" was a genius. In school we learned about the economists, politicians and thought leaders of the day - surely that still happens?


I sincerely believe that we have a problem in our education system, and this issue needs to be addressed starting there. I plan to ask some of our local schools if they teach diversity in the classroom....watch this space.

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One more thing, I'm a numbers junkie. I love analysis (see here for examples), and two of my favourite quotes are these:

"There are lies, damned lies and statistics" - Unknown

"In God we trust; everyone else bring data" - W. Edwards Deming

The problems these two quotes cause with research (especially in this field) is dramatic. No two people are alike - so how can you possibly compare compensation across diverse groups? What other factors are in play?

But I did manage to obtain some data to investigate myself - and the facts were damning. No matter which way I cut the information, men were paid more (on average) than women. Same roles, experience, tenure, geographic location, ethnicity - I found that with very few exceptions men get paid more than women. Not good.

This needs to be fixed - and it needs to start with setting expectations in our schools and end with proper legislation that forces companies to review and (if necessary) change  their processes.

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It's Your Fault When Communication Fails

One of the many great things about working with culture is that no two days are the same, and you never quite know where inspiration may come from next.

Last week I visited a bathroom at a clients office, and on the door was a big brightly coloured panel with some cryptic acronyms together with the word "shelter".

Back outside, I asked what the sign meant - and nobody seemed to know. So I asked at the reception desk - they didn't know either. Finally, I asked a security guard,  and with a slightly uncomfortable look he explained to me that in the event of any form of disaster - these were the locations that people were meant to run to.

The building in question has a glass atrium, open areas, and is wonderfully designed. The bathrooms were specifically architected in the strongest areas of the building to act as shelters should anything happen.

Sounds great. I'd hope that all employers put as much thought into employee safety as this particular company. Except of course that nobody knew about it. Or at least none of the group I was with - which posed several questions for me.

Firstly - how much of the communication within that building was lost? I'm pretty sure I would open an email that said "In case of disaster......" - and I'm sure that such communications were in place, or it's part of the induction process, or maybe there are too many emails, or.....<insert your own excuse here>. Whatever the reason -  is anyone listening to the corporate voice?

Which is the core of many cultural problems in companies. 

So who is to blame? Why not blame the communications group? Next to HR, I find they are typically the most maligned of internal resources. Too much comms, not enough. Too many emails. Not enough information. I've heard them all. Never mind that they are an advisory resource - and that everyone at the company typically wants to tell everyone else everything.

Or maybe it's the CEO's fault. Let's face it, people DO tend to read emails from the top - so maybe she should have sent the email about the shelters.

But the reality is that it's almost certainly your fault when things are not communicated. Whatever level of the company you are at - it's you. Where's your curiosity? Where's the wish to learn? The drive to discover? 

I wanted to know what the sign meant. Then I told everyone. It was a personal message from someone who clearly cared enough to pass it on.

Many culture issues are often connected to a lack of engagement and an individual expectation of being spoon fed information.

The solution? Very few have the commitment to try it. Stop with active communications. Active communication leads to passive recipients. Turn off the tap (or faucet if you're American). You'll soon see who the most engaged employees in the company are - and engagement WILL increase - I promise. 

Atos are the headline act for experimenting with this - read about their zero email here in the FT.

Focus instead on making information accessible - whatever works best in your environment. It could be using Yammer or Chatter, it could be a pseudo Facebook page, posters in the halls (or in the bathrooms). But be sure to measure that engagement as you go - don't trust to luck. Take a look here on my website for some measurement ideas...

Force feeding information reduces the expectation of people to learn. If you're not learning, you're not growing, and if you're not promoting a culture of continuous learning, you're falling behind more progressive (and frankly better) companies. 

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Miley Cyrus, Twerking & Expected Behaviour In The Workplace

No such thing as negative publicity? I'm not sure about that, but the antics of Miley Cyrus this week certainly 'thrust' the issue of appropriate behaviour to the forefront of the public eye. I couldn't agree more with the excellent open letter to her daughter from Kim Keller which went viral last week. 

One question I don't see being answered, is what kind of expectation drove this behaviour? We've seen the increased sexualisation of music video and stage performance on everything from the X-Factor to the music screens at the local sports centre - and it's forced some conversations with our children that we'd rather have left for a few more years.

In the case of the 'Twerking' and tongue antics of Hannah Montana (which is how my 9 year old daughter sees her) - it certainly achieved her desire of headline grabbing, ongoing media attention and album promotion. 

(No, we are not expecting MTV to be family viewing, but the news media so extensively covered her antics that shielding our kids from it became an impossibility - want to know why? - A brilliant satire piece here explains how CNN may or may not see it)

As I endeavour to help people change workplace culture there are many instances where I find managers questioning the behaviour of their staff, or CEO's questioning the way their divisions are working.

I recently provided a company with a 'culture DNA' sample - which clearly showed poor behaviour flowing through the ranks of several organisations (those ugly red blocks in the graphic) - yet it took several meetings, and a great deal more time than it should for the leadership team to recognise that one person can influence a team so greatly.

Just one chair slinging, tantrum throwing abuser can create a cancer within your organisation that will spread throughout a team, changing the behaviour of previously good leaders and tarnishing entire divisions. 

Be quick not to reward that - or you will be seen as promoting it. This same lesson applies for any individual who blatantly flaunts your core values - whatever they may be.

Here are two very simple statements:

• It would appear that the answer to stopping the flow of sexualisation seems to be in the hands of retailers and media outlets.
• I would also appear that the answer to stopping the flow of bad corporate behaviour seems to be in the hands of managers higher in the organisation.

Both of these statements are true, but are equally weak, simplistic and optimistic. They represent a view that lacks courage of conviction and acceptance of responsibility.

If you don't want a sexualised society, then turn off the TV when something you object to appears. Don't buy the products that are advertised in the commercial breaks. Don't buy the produce of the artist. Don't buy the newspaper or magazine with the suggestive cover or intrusive photograph. Even better, walk out of the shop that displays them. As cash flow slows, behaviour will change.

In the workplace it becomes more complex due to one overriding factor. Income.

In the first scenario, you are withholding expenditure from artists and companies you disagree with. In the workplace you are risking your income by standing up to poor behaviour - or are you?

Here are some things to think about....

• If you don't like the behaviour of your manager - then don't copy it. They will not be your manager for ever, and the memory of your behaviour will live long after they are gone.
• If you witness poor behaviour, then wait for a quiet time and talk to them about it. Is risk involved? Of course - but without crucial conversations and risk taking, nothing ever changes, and people (just like companies) start to stagnate.
• Emulating the behaviour of your manager can often lead to short term promotions - one of many problems with improving the diversity of organisations comes from people employing in their own image. But this is a betrayal of who you are. It's not worth it.
• When you start to copy poor behaviour, you are effectively starting a cycle of abuse that will only end when you and your influencers are removed from the company. 
• Who are the leaders you REALLY respect? Not just in your company, but in those you admire. Who would you choose to be your mentor? These are the people to emulate.

Change happens one person at a time. If you want change to happen, make sure that person is you. The rewards will come - professionally and personally. 

Do not compromise who you are for short term gain - a lesson that can be applied equally in the showbiz world as in the workplace.


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Zombie Engagement Strategies Don't Work

I have four children, so the chances of my Wife and I watching a grown-up movie are slim at best - so I take the opportunity to catch up on films when I fly.

On the way back from NY recently, I watched "Warm Bodies" a romantic comedy with zombies (I'm not kidding). Take a look at the first four minutes - at around 1:20 there's a scene where our protagonist imagines life before the apocalypse. (Click here to jump to it, or watch the clip).

The more I look around the real world, the more this clip makes me laugh. We spend so much time stuck in our virtual worlds that we can forget about the real people around us.

Engagement strategies can feel like this too, I've seen many companies draw up plans to improve employee engagement by focusing entirely on the electronic aspects of communication, and forget the human interaction element.

Here's a simplified plan that draws in some common elements:

• Create an intranet site for employees that represents 'their voice'
• Start a recognition program
• Make some cool videos about how engagement helps
• Promote the statistical benefits of engagement
• Send regular emails about the program
• Seek regular feedback

All of these are worthy things, but they all require an individual to make the effort to seek out the information and work with it. The problem is - those that do are probably your most engaged employees already.

Take a look at the chart below - this shows a company of 13,500 employees and their level of engagement.

Passive engagement is determined by opting in to certain activities, active involves making a contribution. This is the picture 12 months into an engagement program. Only 5% of the population are in the top two quartiles of engagement, but the majority of that engagement is active.

Also note the 9.9% who are not demonstrating any engagement at all - this is not uncommon, and having the expectation that all employees will be engaged in all things is unrealistic - it doesn't make them bad people, extensive interviews revealed that these are folks who are simply happy to do their work well, content in their role.

There is an underlying story here though, and it's that of human engagement. The effect that the top 5% had on the employee population here was astounding. These were the people who picked up the phone, walked around the office, created the atmosphere for change and generally became cheerleaders for increased engagement.

Looking at their influence on a geographic and organisational basis proved their value beyond all doubt.

So I have three things to leave you with today.

Number 1 - what are YOU personally doing to promote engagement in those around you? Enthusiasm is contagious, and can be expressed in electronic form - but is often much better expressed through direct interaction with the people you work with.

Number 2 - what kind of active engagements are you promoting? 'Change Jams',  interactive message boards and group events are all good places to start - but make sure that actions are taken based on the feedback you get.

Number 3 - are you measuring engagement? If not, then you are relying on hearsay and instinct to improve things - and whilst instinct and passion play a part in this, without hard data you are working in the dark. It's not difficult to do, and it doesn't cost a lot.

If you're struggling with measurement, then please reach out directly to me at mark.ellis@culturetransform.com or at CultureTransform.com , and I'll do the best I can to help.

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Figuring Out the Secret To Keeping Employees Motivated

Those that know me will know that I have a 'thing' for luggage. I've travelled over two million miles in the last decade and learned the value of good packing & good luggage long ago.

I also have a passion for learning about what makes companies resonate with others - and have collected a substantial list of behaviours and attributes that seem to work for most. 

Red Oxx is a company based out of Montana which fulfils all those criteria for me, and I recently discovered this news segment in which their CEO Jim Markel explains how employee engagement creates committed employees who get involved with company growth. (Click here to see the video).

Jim and the team have figured out the secret to keeping employees motivated. They capture the emotion, passion, strengths and values of every employee and demonstrate it with every action they take - be that creation of a better working environment or getting great new innovations into practice. 

Fundamentally, as he explains "It's all about  building culture within your company".

So how does that fit with my check list? Remember this is personal to me, it may not work for you....

1. This is a company that fundamentally does the right thing, they follow what they believe in and demonstrate it in thought, word and deed. Their public persona matches their private behaviour.

2. The passion for their products shines through, the things they create are loved by those that work there, and it shows in the quality and attention to detail.

3. Ethically they fit into my personal world view - whilst they manufacture an American product from mostly American materials in America using Americans, they also support a community in Guatemala creating the monkey fist zip pulls used on the bags - they don't promote this much, it's just something they feel it's right to do. I like the pride in domestic product and humility in helping those with less opportunity.

3. Their customer service is not just amazing, it's human too. If you call them, don't expect to get anything other than an engaged, charming and passionate person on the other end of the line who's willing to help.

4. Nothing is too much trouble. Five years ago we needed a very odd shaped, but simple bag to transport an infant car seat on vacation. The bag was with us in a few days - and the only additional cost from a standard bag was proportional to the additional fabric.

5. They deliver on promises. The end product is every bit as good (if not better) than described. Nobody is tougher on luggage than me and my family, and I simply could not travel effectively without my Air Boss (eldest son loves his Flying Box Car...the list goes on)

I like to buy things from companies I believe in. Hearing Jim talk about employee engagement reinforces my opinion and experience with the company. 

As you read this today, think about the companies you patronise - how many fulfil the criteria that work for me. Is your company behaving in this way? 

What are YOU personally doing to promote passion and engagement in those you work with, work for or manage?

Want to learn more - take a look at Gallups latest on Employee Performance and Engagement here.

Then visit the UK's Engage For Success project for more examples and see how you can help.

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Sexist Misogynistic Over Opinionated Dictators

It's a hot topic, this diversity stuff. Even my evenings with friends can get dominated by the subject - and I'm beginning to think that there may be an unhealthy obsession with this in the workplace, despite my opinion that diversity is critical to success. 

People who think the same way cannot innovate together - my eldest son said to me recently that the problem with adults is they've forgotten how to dream, and don't question 'facts' enough. (Which made me think we should have some under 16's as consultants, but that's a blog for another day)

I spent a day in Oxford this week with some friends, and we talked a lot about this - specifically focussing on perceived sexism both inside and outside the workplace. I say perceived because we found than by engaging those around us to join in the conversation we discovered several different viewpoints.

Here's a simplistic one.  I feel it's right to hold the door open for a lady - but a short discussion revealed that I'll typically always open the door for the person behind me - regardless of gender. Nothing to do with male/female, just good manners.

Not one person we spoke to thought there was anything wrong with giving up a seat on a train for another person who you felt needed it more than you. An elderly gentleman, someone on crutches and yes, in almost all cases the mixed groups around us felt it was OK to give up your seat to a lady.

Thankfully 100% agreed that if that lady was pregnant, it was the duty of any passenger (male or female) to give over their seat. 

We concluded that it was nothing to do with sexism, and all to do with manners. Some people have different values, dependent on upbringing, age and culture.


Guess what? It's the same in the workplace - people are people. Everyone is different, and creating a policy conformist playbook, an extremist HR policy, or a fixed target is the wrong way to ensure that diversity is valued.

Recently I looked at the perceived culture fit of men vs women. Just over 400 managers were assessed by their teams on a number of behaviours (3500+ respondents). Whilst individuals had dramatically different results, when viewed together the conclusion can only be that people are people regardless of gender (or orientation, or race for that matter).

If your company has a high proportion of sexist misogynistic over opinionated dictators, then it's unlikely a policy of diversity inclusion is going to change the underlying environment.

Managers (and companies) with a short sighted view of diverse opinion will struggle with diversity programs. If you're looking for a place to start addressing this issue, make sure that a hidden bias education offering is available in your organisation. An excellent article on this subject can be found here,

The fact remains that appreciating diverse opinion is one of the most effective catalysts for change, and a diverse workforce under good leadership will always succeed in attracting better talent and delivering better results.

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