Four Attributes of a CORE Purpose

Why your organization needs to find its Purpose

To keep your organization afloat you need to have positive cashflow. But that can’t be what your organization is all about. It’s important to focus on what’s deeper than making money—especially if you want to make more money. To secure your long-term future, it’s crucial to think about your organization’s CORE Purpose.

CORE

Your organization’s CORE Purpose is more than just making money. It’s more than your mission or vision. Your purpose is more than just what you do. Your organization’s purpose is the difference you want to make in the world as a result of what you do.

While the word “CORE” is a descriptive word for purpose, it is also an acronym for the four main attributes of having a CORE Purpose.

Are You and Your Board in Alignment?

Is Your Relationship Characterized by Cooperation or Confrontation?

How would you describe your relationship with your board? Would you say that is harmonious? Or would you say that it is contentious? If you and your board are at odds with each other, then it is likely that you are not in alignment.

Alignment

I have found in working with myriad boards and CEOs that oftentimes the confrontation is caused by confusion. There is discord between the CEO and the board because they are not in alignment.

The good news is that—as long as there is no executive malfeasance— a skilled facilitator can usually restore CEO-board relations by clearing up the confusion. However, a mediator may be required if the standoff is deep-seated.

If you are your board are not in alignment, here are the three areas where there may be confusion in the CEO-board relationship.

Diversity Starts with You

Five Key Fundamentals for Culture Change

Culture change starts with you as a leader. In your role at your organization, you can have a profound impact on the people employed there. You have the potential to be an agent of transformation. You can make a contribution to society by making an impact on your company culture. Diversity starts with you.

Diversity

We all arrive where we are based on our own experiences, and our experiences affect our worldview. But here’s the tricky thing: we are usually oblivious of our worldview. We usually think we are more open-minded than we actually are. We usually don’t realize what our worldview is until something challenges that view.

Culture change is a process, and a process takes time. It requires intentionality, clarity, and consistency. It requires doing things that we typically haven’t done before. We can’t expect a short diversity training session to change behavior. It needs to be woven into the fabric of our organizations. It requires us to operationalize our organizational values into a systemized training process.

Here are five key concepts for incorporating diversity into your company culture through a systemized training process.

How to Get the Most from Your Training Program

Integrate Your Culture Building Process into Your Training Curriculum

Your training program in your company may be incomplete. Training is an essential part of building your culture, but many organizations don’t understand how comprehensive it should be. Culture building should be integrated into your training program in order to get the most out of your training dollars. Otherwise you are throwing money away.

training program

Training is not expensive: lack of training is expensive. Take The Container Store, for example. They provide their employees with more than 10x the amount of training their industry average provides. And they pay their employees significantly more than the industry average. And yet their employees have only 1/10 of the industry turnover rate.

The training The Container Store provides their team serves to create the culture that keeps employees working for the company. Similarly, your company needs to incorporate your culture building process into your training program.

Here are the four levels necessary for your training program to mutually reinforce your culture building process.

Four Signs of a Toxic Culture

Four Steps that Make Your Company Culture Spiral Downward

Your culture defines how things are done at your organization. But it’s possible your culture defines how things are not done at your organization. Instead of moving your organization forward, it’s possible your culture is holding you back. If that’s the case, you have a toxic culture.

toxic culture

A toxic culture makes everything more difficult at your organization. Eventually a toxic culture will cause you to lose your best people, decrease your productivity, and reduce your profitability. And it will only get worse unless it’s identified and addressed.

Here are four signs that you have a toxic culture at your workplace.

Why Even CEOs Need Leadership Coaching

CEOs Need Leadership Coaching More Than Anyone Else

CEOs need leadership coaching. It may not seem like it because they are already in the top job. But the fact is that CEOs need leadership coaching probably more than anyone else in the organization.

leadership coaching

Now, it’s true that you want to build your future leaders through leadership coaching. They do need to be coached in how to lead better than they currently do. No one disputes that. But many CEOs don’t realize they need leadership coaching for themselves.

Here are four reasons why CEOs need leadership coaching more than anyone else in the organization.

Operationalize Your Brand in Your Company Culture

Four Strategies to Reinforce Your Brand through Your Employees’ Actions

How do you strategically ensure that your customers consistently experience your brand positively? Your customers will receive a clear brand message from your company only if your employees’ actions exude your brand. COVID has created a challenging environment for creating that consistent brand experience. But you can orchestrate that clear brand message if you operationalize your brand throughout your company culture.

operationalize your brand

Your brand message will not be clearly received by your customer if their experiences with your company are not consistent. If your customer receives one message from your advertising and then their experiences with your team contradict those messages, then they will be confused. And confusion kills branding.

Through dozens of interviews with CEOs, I have found that if a company does operationalize their brand, they usually employ only one or two strategies. As a result, most companies do not gain the full benefit of their brand because they do not employ all available strategies to operationalize it. In order of frequency of adoption, here are the four strategies you can use to operationalize your brand.

Don’t Forget to Make an Impact

It’s the Little Things That Make a Big Difference

The other day a fellow CEO told me about another CEO who found their staff camaraderie suffered because of telecommuting. He said that lack of regular contact took its toll on their organizational culture. That was a lesson that he took to heart, especially in this day of social distancing. We don’t have a choice about where we are physically located at this time, but we do have a choice about whether or not we will make an impact on those we are in contact with, even virtually.

make an impact

During this COVID reality, you can’t necessarily be with the people on your team, but you can still reach out to them. Your good intentions don’t have to shelter in place.

Your organizational culture will likely suffer because your people don’t have regular human contact with each other. You will need to be intentional about the contact you do have with your team in order to make up for that loss of face-to-face interaction.

Don’t forget to be human when social distancing. In a COVID world, here are some ways to make an impact on those you can’t physically have around you.

How You Can Help Your Team Combat Fear

Use Your Leadership to Provide Stability in These Times

In these unprecedented times, the world is looking for stability. Just as the markets crave stability, so does your team. That’s because both are afraid of uncertainty. So in your workplace you can use your leadership to provide stability—and help combat fear in your team.

combat fear

Right now everyone is trying to stop the spread of COVID-19, but no one knows if the resulting economic damage from the virus will be worse. And right now everyone on your team is wondering if they will lose their jobs later down the line. So all the fear of uncertainty is taking its toll on your team.

Even if you don’t have all the answers right now, here’s how you can provide some stability for your team and help them combat fear in this crisis.

Maximize the Moment

Three Rules of Engagement in Unprecedented Times

At one time one of my team members acted out of character. At first, I didn’t say anything to her. I just let it go and didn’t press the issue, although I found it concerning. But the next time she said the same thing, I realized I could not let it go. I took the time to ask her about it. As a result, I discovered what was making her act so unlike herself. Although it was an uncomfortable conversation at first, it gave me a window into what was going on in her head at the time. But that would not have happened if I hadn’t been willing to maximize the moment.

Moment

We are in unprecedented times now. People on your team—and in your family—are going to act in ways that will be unlike their normal behavior. Take the time to find out what’s going on in their heads. Be fully present when leading your team. And don’t avoid these uncomfortable conversations.

In your efforts to maximize the moment, here are three rules of engagement when dealing with people on your team.