Lazlo Bock, Senior VP of Google’s People Operations said “Culture is an insight into the human condition. People looking for meaning in their work. People want to know what’s happening in their environment. People want to contribute to shaping that environment”.
Lazlo Bock, Senior VP of Google’s People Operations said “Culture is an insight into the human condition. People looking for meaning in their work. People want to know what’s happening in their environment. People want to contribute to shaping that environment”.
The ROI of a high morale culture can be as high as 700% in profit, for those who have a leader who is skilful in synchronising attitudes and behaviours with vision, mission and values. That is ‘living the values’.
The statistics of which are:
- 83% increase in maintained focus on goals;
- 85% increase in greater sensitivity to others;
- 81% increase in skills to encourage others to achieve;
- 81% increase in stretching their own abilities to new heights;
- 75% increase in self-confidence and self-motivation.
However, the proverbial ‘brick wall’ often affects managers and leaders after the vision casting phase as they struggle with guiding the ship – that is, guiding their team to re-adjust their thinking and behaviours towards one that is congruent with the vision.
The inextricable link between vision casting and ‘vision catching’ is in your team adopting the vision and values – one that is as meaningful to them as it is to you. So it is no wonder why the most successful businesses have teams that are fully engaged with the mission and purpose of the organisation.
This doesn’t come by from will or grandiose activities, but rather by the skilful daily execution of aligning your team with the vision that you have clearly communicated. Specifically, aligning (or re-aligning) attitudes and thinking to affect the living out of the values that support the vision.
Questions all managers and leaders need to ask themselves are:
- Has the vision, mission and values been clearly communicated to my team?
- Does each individual (including self) understand the value they bring to this business?
- Is every person playing to their strengths and utilising their gifts and talents;
- Can each person self-correct and re-align themselves with company values or do they need to be managed?
- Are we all in the habit of conducting activities based on purpose or do we time waste?
- Do our casual conversations and general language reflect our cultural desired values?
A business that does not render ‘vision, mission or values’ as an abstract, conceptual strategic objective but instead seeks to open the door to creating a culture that merges individuals with vision (in order for greater contribution by all) is an organisation that is one that is successfully working, towards purpose-driven business goals.
Therefore, the skills of such a leader include:
- A capacity to inspire others
- A capacity for self-awareness
- A capacity to build relationships
- A capacity to be flexible
- A capacity to communicate
- A capacity to be forward-looking
- A capacity for discipline
- A capacity to manage professional boundaries
- A capacity to diagnose issues and find solutions
- A capacity for business
The skills required of a such a leader is as much as vision and values alignment as it is vision casting – that is merging the vision with high morale cultural values.
To learn more, contact us on 1800 455 679 for a Vision & Values Assessment.
