It has been so much written about leadership that there is very little I can really add. Leaders should be historians, communicators, holistic, strategic, motivating, creative, conservative, risky, ethical, competitive, motivating, and numerous other attributes that are too numerous to mention. There are 940 books available on this topic and it would not surprise me if you were nearly half a million articles on this subject. It is the bread and butter of all consulting companies around the world. With so much thought and insight, why is it still the case?
The answer lies with culture. The whole goal of leadership is to create culture. In a large and well-established organization, it may be difficult for outside people to establish a new culture. So does the leader of culture create or create culture leadership? The answer to both questions is yes.
Culture affecting leaders
"I've been here for 25 years." said the CEO of a large municipality. "I have fallen asleep 3 city leaders so far and I will leave this." It is an attitude that many leaders face, especially when they are purchased from outside organizations to run or manage large, well-known. Negative cultural privileges can focus in particular on positive leadership, with initiatives being initiated by managers in the old culture. Whether it's through treatment or self-esteem, negative cultures can create significant challenges for change.
Negative leadership can, however, have a rapid, magnificent effect on positive culture. WorldCom was an electronic communications company and very innovative research until Bernie Ebbers took over. Although he tolerated every sent he could from the environment and put pressure on workers to work more with less, he was plaguing the club. Sales increased and within a few years WorldCom was bankrupt.
Culture Leadership Leadership
Companies reflect the ethics of leaders who run them. Bob Page felt as an outsider and had to hide his sexuality. When he built Replacements Ltd, he guaranteed that it was a place that accepted diversity, not just lifestyle but thought and would invest in building their community. Anita Roddick found Body Shop to show that you could build an environmentally friendly company that reflected its commitment to environmental protection. Jim Goodnight's commitment to balance in the workplace is part of the culture of SAS, the largest private limited company in the world. Jack Welch's commitment to being the best created environment of excellence at General Electric. In each of these cases, the ethics of the leader became the main part of the culture.
The barriers to cultural change
The real barriers to cultural change are what we call the internal barriers. False trait, fear, self-esteem and proposed ideas create a negative environment. When a change is introduced, resistance is even when the change is positive. People learn different ways to prevent the changes, such as hiding behind the procedure, & # 39; office cooler & # 39; speak or gossip and complain or actively initiate. The question will be how can leadership have a positive impact on the culture of organizations.
How can leadership influence culture
Whether a leader comes through the agency or is purchased from the outside to change organization is a way that a leader can influence culture.
1. Join the Chat People follow what you do, not just what you say and value leaders, not just what they say. Enron CEO Kenneth Lay and his executives were stealing shareholders and many of his merchants were laughing. They were going to bankrupt little old ladies for the heating of their bills. This is the hardest part of leadership. Having worked with people who wrote books on the subject, I can tell you that their actions often did not match the words, and the effect was that many people did not respect them. When you say you are going to do something, you need to follow through and do.
2. Prizes and practice are the role of ethics. .
We assess what we know. How are paid or recognized? For example, if you want collaboration and group work and then reward people to count them and & # 39; then their energy will be on what they are recognized for. Jim Goodnight from SAS carries out that people work only 37.5 hours a week because they get burned if they work late and are less productive. If & # 39; yes & # 39; people are introduced, culture will see that consistency is the only way to succeed and you must create hierarchical culture.
3. Be passionate
Passion is contagious and people want to be part of it. As mentioned in Marine Corp. The leadership plan goes, "People will follow you because they need or because they want and who do you want with a gun on your back?" When you encourage people to make changes, you literally reflect their brains and they will take ownership to ensure success.
4. Get Connected to the Organization
Many senior leaders are far from the front side, which is literally where the tire gets on the road. These are people who totally create culture. Many leaders actually only interact with their direct reports, which gives them a terrible understanding of what is happening. What's really going on at the forefront of the organization? Who are the enablers and supporters of the company? There is one option to introduce within the organization – they know the people. Of course, problems within the organization may call for new leadership. Either way, it is important to be connected to the culture. It's the culture you have and the culture that many leaders think.
A few years ago, I heard this story from customers. He was upset that the agency was getting rid of the smoking area because smoking was shot by law from the entire house. "Although I do not smoke," he told me. "I was amazed at what happened. People were actually talking regardless of the title because they had one common addiction. He had some very good suggestions about the work that he wanted to implement. He asked me who he was that I looked up and found out that he was part of the custody service.
Leaders need to remove the songs around them and build "smoking rooms."
5. Communicate Clearly
It may look like obvious statement, but where there is no clear communication is vague and informal communication, ie gossip. Gossip can threaten change and adversely affect culture. People appreciate honest and simple communication even when it's negative. Not knowing .