Leadership Informs Culture
A repost from our company email.
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‘In this White House, it’s simply not in our DNA. Truthful and transparent is great, but we don’t even have a coherent strategy to obfuscate.’ - Anonymous White House source, as quoted by the Washington Post
Culture begins at the top. It doesn't matter what you claim to the marketplace, or your customers, or your constituency.
As we say around the Gapingvoid HQ: How you do anything is how you do everything.
Humans are hard-wired to copy. And we're all part of the cultures we live in, whether we like it or not.
Not a political rant, just an obvious leadership fallacy. You can't claim you're going to be the most transparent leader ever, unless you mean it. Unless you have a good strategy for making it happen.
Our research shows that CEO’s of strong organizational cultures are ranked higher in their industries, and achieve greater performance in stated business outcomes.
Additionally, organizations with strong cultures earn over 4x the return on investment from their employees with less “hands on” management, as compared to organizations with weak, or toxic, cultures. For many employees, purpose has replaced money as our modern work currency, meaning that employees are far more likely to take a job that is purpose driven, where they feel that they are making a difference, and part of something larger, than a job that just offers a bit more money. A well-designed culture can also drive organizational growth when it is utilized as a tool for marketplace differentiation. Through external initiatives like marketing, media, social good and social media, the right messaging can disrupt the marketplace for competitors and great talent.
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Jessica Higgins, JD MBA BB is a public speaker, strategist and published author. She is Chief Operating Officer of Gapingvoid Culture Design Group. Her mission is to help others. If you would like to speak to Jessica about how she can help, she can be contacted at JessicaH@gapingvoid.com and @jessicahigginsdotco