https://RonKaufman.com/Subscribe
Many senior leaders are brilliant at things like strategy, operations, and financial management.
They can run complex organizations and deliver impressive results. That’s how they got to where they are!
But ask them to build an organizational culture? That’s where things get tricky.
The reality is that culture building requires a completely different skill set than traditional business management.
But if you want a major change initiative to stick, your organizational culture needs to adapt as well.
Fortunately, there is a proven process for creating lasting culture change – clear, practical methods to build exactly the culture you want.
For decades, my team and I have helped our clients successfully implement these methods… so we know it works!
And without fail, organizations that improve or rebuild their cultures with our methods see enormous increases in all kinds of key measures — from employee retention and customer satisfaction to market share and profitability.
Watch the video to discover how to lead REAL cultural change. And then share your response in the comments below!
Join the community and receive free resources, ideas, and invitations.
Below is an Autogenerated Transcript
Very few people get to the senior positions in organizations because they have developed competency in building a strong service culture. They got there because they’re outstanding in project management, or they’re great in finance, or they’re excellent in technical skills, or they’re damn politically savvy, but not that many can say, “Now I know what to do now that I’m at the top of the organization to turn this into a service excellent culture. So then how did Singapore Airlines do that? And Changi Airport and Amazon and Apple and, and, and.
Well, what I did is I looked underneath the covers of all of those companies to say not how do they do it, but what are they doing? What is the fundamental set of practices? What is the architecture that they’re using to actually engineer the development of a culture? And the good news for project managers is I found that there is a plan. They’re actually functioning off a plan, and they themselves sometimes don’t know it, but I could see it. And so that’s what I wrote about in the book.
The architecture looks kind of like this. Now, does anyone recognize this? It’s in Jordan. It’s a place called Petra, but the architecture predates that. It goes all the way back to Greece. And the design of that was intentionally created to influence human behavior. It was the market. It was the place where people would come together and convene, and a certain kind of behavioral standard was expected there. And the architecture was designed to do that even before they had CAD, CAM. So I adopted that, and it’s got some fundamental architectural elements. One of them is the leadership issue. We’ll touch on that at the end of the day. The end of the session. The foundation is education, which is where we’re going to spend our time. And then in the middle, you’ve got something here I call the building blocks, those pieces that actually can reinforce one another if they’re working together. Like those arrows were aligned with one another.
