Wow, what a great conversation with host Mike Sedam of Crucial Talks! We covered so much territory in just over half an hour:from the individual, team, and organization levels of scale, how Design of Work Experience (DOWE) is different from case studies, the importance of culture and experiences, human nature, meaningfulness at work, to untapped potential in organizations. Give it a listen.
When does high-performance become overwork? Mildred Culp, PhD of WorkWise asked this question in her recent column and put in a quote from Co.-'s Karen Jaw-Madson. There's a point at which high performance becomes overwork and eventually burnout. Multiplied with many people and sustained over time, there's a cultural impact. Both employees and employers share a responsibility in this, and it should be managed intentionally. Check out the column and look into how this topic applies to your company.
Co.- joined Adrian Swinscoe on his RARE Business Podcast to discuss why design thinking is part of Design of Work Experience's approach to culture work: among a number of reasons, it's people-centered, achieved through learning, iterative, experiential and necessary for good change management. We also touched on how DOWE is a form of organizational mindfulness. In the same way individuals practice this, organizations can pay attention to the present in ways that could positively impact their future. Adrian also published a companion summary article to this podcast on Customer Think, which has garnered a number of views and shares across social media.
Being physically safe at work should be a given, but unfortunately it isn't. What's more, it's not just about physical safety, but also psychological safety and well being. Does your organization do enough to keep people safe?
Remember this if you want an engaged workforce: safety > threat. Without this, people will operate in fear of negative consequences. That, in turn, creates the conditions for an unhealthy workplace and matching business results. Paradoxically, THIS creates MORE RISK for organizations.
Find out why creating a culture of safety isn't enough in Co.-Design of Work Experience's interview with Safety and Health Practitioner, and while you are at it, read the blog post about why there's no such thing as cherry picking A Culture of "This or That."
My interview with Tayo Rockson, MBA on As Told by Nomads #podcast is LIVE!! So many topics covered, including my upbringing as a child of immigrants, development of my cultural identity, then of course the importance of managing organizational culture and how Design of Work Experience (DOWE) can help.
I recently joined Swag Sam of What Up Silicon Valley on his podcast, Brand Hero. The discussion centered around the importance and alignment between culture and brand.
Perfectly timed to be posted on the same day as the book's launch, this Inc. article covered some Q&A for Culture Your Culture: Innovating Experiences @Work:
Your company has had some bad press lately. The CEO’s been called to a congressional hearing. Perhaps a recall or disappointing results led to a drop in stock price. Or maybe a respected leader (and many others) left the company. Or a bad leader stayed too long. Whatever the reason, your employees aren’t happy. Many organizations just buckle down and hope it passes. Sometimes they try and address the cause, but fail to do much else. Results are hit or miss. Others don’t know what to do.
When this happens, the company should care enough to take intentional, strategic action because here’s what’s really going on: for starters, that thing and the employees’ feelings about it are occupying mental space. It’s distracting from their focus on work, impacting productivity, straining relationships, and ultimately hurting business results. By now, you’ve also got a lot of negative mojo out there and it’s spreading through news, rumor, and gossip. That continually depletes the emotional bank accounts Stephen Covey wrote about in the Seven Habits of Highly Effective People. Tapping people’s reserves means they are losing their resilience—that is, their ability to bounce back and recover quickly. Even worse, for some people (and depending on the severity of the situation), the company has broken a psychological contract. The “this isn’t what I signed up for” violated your employees’ expectations of their job and that needs to be renewed or renegotiated. With no improvement in sight, they will otherwise get frustrated and leave.
Simply addressing the cause of the strife is not enough because of these reverberating effects. You can’t wait, and it won’t pass. The longer-term consequence of this climate will influence people’s behaviors. Patterns of behaviors and their associated interactions will impact culture overall. Before you know it, the company evolves to an undesirable version of itself.
You can do something about it. Design of Work Experience (DOWE)“partners employees with their employers to co-create customized and meaningful work experiences that set the conditions for people and business to thrive.” As a methodology to create, affect, and sustain culture, DOWE:
The running theme throughout DOWE is engagement. Especially in difficult times, a company must involve their employees more deeply and work to bring the company even closer. Building walls, practicing avoidance, or denying the reality of the situation only serves to worsen the damage done. With DOWE, you are course-correcting and creating circumstances for different outcomes in the future. This gives life to people, not drains it.
Look for the upcoming book, Culture Your Culture: Innovating Experiences @Work.
I’ve been beating the drum about the role of culture in mergers and acquisitions since graduate school, when I worked on a deep dive into the 2001 HP-Compaq deal and saw just how “largely incompatible” (my words) the two cultures were. Even then, 18 months after the closing, the culture clash was evident. All employees felt the impact regardless of their legacy employer. Three years later, the headline was, “Why Carly Fiorina’s Big Bet is Failing.” In 2016, it was “Worst Tech Mergers and Acquisitions: HP and Compaq.” One could argue some sort of vendetta keeps bringing this particular deal back into the dialogue. Another explanation is that the effect has been long lasting and there’s a lesson to be learned here. This particular merger failed for a number of reasons, but low and behold culture has been named as one of them (see examples here and here). This merger is one of many who experienced the culture clash. I would even go so far as to argue that all mergers go through it because every organization has its own unique people, context, and culture regardless of all the “synergies” between two parties. Bringing them together will never be a seamless fit, but intentionally managing it will make a difference. Here are a few things to consider when it comes to M&A and culture, and how Design of Work Experience (DOWE) can help you navigate through it all.
Make culture a part of due diligence. If every organization is different and a culture clash between two entities merging into one is inevitable, then doing this should be a given. Evaluating culture is just as important as looking through the books, IP, assets, business operations, etc. as part of due diligence. For each organization, determine where and to what degree these differences exist through DOWE’s Culture Study before the decision to merge or acquire. Are there cultural strengths to leverage on both sides? Does the buyer actually want to acquire the culture for sale? Are there red flags that could signal a deal breaker? This helps the two sides to go into their new world with eyes wide open.
Forge a new shared vision and culture. During the highest peaks of M&A activity, the focus isn’t typically on the aftermath—it’s all about getting the deal done from a legal and regulatory standpoint. This myopic view leaves organizations ill prepared for the fall-out, despite the fact that all employees care about is what happens to them afterwards. Instead of having two cultures forge a battle royale or see one culture cannibalize the other, partner with your employees using DOWE. You’ll be able to articulate a new vision and culture as well as design new employment experiences that reflect them. Create a new identity that employees from both sides are proud to join. Instead of a mass exodus of talent, you might just garner enough attention to attract new talent at a time when business performance is so critical.
Deploy Change Management early and continually. Use of full-on change management is shockingly low during business as usual, despite the need. After all, change is constant in business. Something as huge as a merger or acquisition makes disciplined, well strategized and executed change management an imperative. With the culture studies in hand, DOWE helps organizations determine the distance and the path from the current to the future state. This brings people along for the journey as engaged collaborators throughout the integration. Isn’t that preferred over force-feeding the new state with all the pain that comes with disengagement and attrition of your best talent?
Sustain Changes. If you’ve gone through all the trouble, then you’d want to make sure your changes stick for as long as you need them. The positive aspects of the new vision, culture, and experiences post-merger need to be the new norm. The way to do that is to continue managing change well past integration. The DOWE process creates the opportunity to ensure that enough is done to set the conditions, support them systematically, and measure progress.
So before you go into your next merger or acquisition, think about how you want history to remember it. Then consider how these steps might help you. Thanks for reading!
Organizations are seeing people speak up about workplace harassment with the rise of the #MeToo movement. Instead of fearing it as a potential crisis, see this for the new possibilities it brings. After all, it’s a good thing to expose what’s hidden beneath the surface and confront what’s eroding the culture, employee experiences, and ultimately the business. The hope is that with these wake up calls, organizations can work toward building more authenticity and congruity among espoused values, culture, and lived experience. Inevitably, the question arises: What do we do?!
We are living in what could be a watershed moment in history. It can’t be ignored because “business as usual” will no longer be tolerated as a society. Use this hot topic as an opportunity to reflect as an organization and facilitate productive dialogue that leads to positive actions. As I’ve said many times over, manage it or it will manage you.
Let HR do its job and conduct the investigations for any specific cases that emerge—thoroughly and with fairness. It’s not meant to be a public spectacle, nor should it be by any means clandestine. As appropriate, communicate that the investigation is happening (especially if there are rumors) and allow due process for those involved (known or unknown). Shut down gossip and conjecture by emphasizing expectations and requirements for respect. Bring in counseling if needed. The outcome of these investigations should reflect true accountability for everyone involved.
Whether there are issues or not, this is a chance for the organization to say, “we care.” Provide resources, develop skills for communication, set expectations, reaffirm values, elevate employees. There are so many ways for companies to be the best they can be. Your workers will reward you for it with their talents, engagement, and productivity.
This also presents an opportunity for an organizational health check up—especially when it comes to culture. Read on.
UNDERSTAND THE CURRENT CULTURE AND EXPLORE THE POSSIBILITIES
Do a deep dive—and I mean a real honest, hard look--into the current culture. The Design of Work Experience (DOWE) methodology begins with a culture study, one that identifies your greatest strengths and unmet needs, as well as the overt and not-so-obvious key influences on the current culture. Employee surveys and focus groups don’t cut it. Use DOWE as a tool to find your starting point with authentic interactions that encourage the organization to understand its truth and build psychological safety for employees. Determine what conditions are in place for harassment or other dysfunctions to exist and identify the strengths, capabilities, and behaviors that should render them obsolete.
CO-CREATE A NEW OR ENHANCED CULTURE AND DESIGN ALIGNED EMPLOYEE EXPERIENCES
Inevitably, the culture study will highlight opportunities that can be seized upon. The DOWE process guides the co-creation of a new (or improved) culture along with the design of employee experiences to reflect it. Pay special attention to the co-create part by engaging with your employees as partners in design. After all, they (from the entry level to the senior executives) will be the ones to live this work. Experiment with new ideas and encourage innovation customized to your company’s unique context. Added bonus: capabilities are developed and utilized as the organization learns through the initiative.
MANAGE AND SUSTAIN CHANGE
Once there are strategies and designs, follow through with the change management needed to realize and sustain the future state. Plan, manage, measure, and follow up. Change has to be as successful as possible in order to make all that preceding work worth the investment. It can’t be wasted. We know from research that change doesn’t have to be perfect. However, the better it is, the greater the ROI. Change is never easy, but decades of research taught us a lot about what factors and practices work and don’t work.
TAKE THE FIRST STEP
You now have at least a general idea of what to do. Engage with your employees. And I’m here if you have any questions. Thanks for reading!
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