Thursday, February 16, 2017

Leadership Development and the Role of Millennials

Guest post from Philipe Bruce:

More than 50% of businesses claim that they do not have the resources or time to train their employees to be leaders. As such none of those business owners and leaders have the resources they need to sustain their enterprises. How serious is this? According to the same study, expenditures on leadership development programs have decreased by about 10%.

What is horrifying to note is that organizations that fail to develop employee skills are setting themselves up for disaster. Rather than utilizing their talent to the best of their abilities and facilitating growth, most organizations prefer to use employees as cogs, oiling them as needed in order to remain functional. Entrepreneurs willingly turn a blind eye to this for the sake of immediate gain and in turn, sets the entire machine up for failure. Sacrificing long term growth for immediate gain only serves to benefit those higher-up in an organization’s hierarchy rather than those who really need it.

Leadership development is the most ignored aspect for several reasons. It is either used to push forth bureaucratic agendas or not given the attention it deserves. Unfortunately, in the bid to save funds, many companies end up paying a higher price for this neglect in the long run, losing top young talent with the potential to steer organizations towards a better and brighter future.

Organizations in the United States spend over $170 billion on leadership based-training programs, but those funds are not utilized to their full potential. The reason is simple: leaders cannot be trained. They have to be developed. This means focusing on individual rather than mass talents. Rather than trying to mold new employees into cookie-cutter ones that can fit in established machineries, employers need to create leadership development programs that can be tailored to individual needs and existing talents.

This is easier said than done. In order to encourage managers to put in the time necessary to do this process justice, old leadership training methods have to be expunged. Now more than ever, failure to do so may result in a massive loss of top talent to competing organizations that recognize their potential and are flexible enough to devote resources to them.

There are a couple of reasons why the old model has lost its effectiveness. Two of the common ones include:

Business owners have become near-sighted – As mentioned before, most organizations sacrifice potential gain in favor of aimless productivity that can bring immediate gains. We are not talking about top management here – more often than not line managers for instance are given set instructions that they cannot deviate from. This leaves little to no room for employee development since most managers believe they do not have the resources or the ability to nurture future leaders.

Talent-choking red tape – Organizations that focus on developing existing managerial talent rather than future ones, lead to a tangle of bureaucratic red tape that chokes off creativity. This leads to development exercises that have little to no value for new employees, which takes up a lot more time than they are worth. Simply put, some of today’s development practices are perceived as just something that needs to be completed rather than important exercises that can generate value in existing talent.

Millennials are getting the short end of the stick…
These two reasons are part of the reason why organizations are failing to retain top talent and resources that can give them the flexibility they need to survive in a new business era. We are of course, referring to Millennials here. This generation is often described as the antithesis of the ideal candidate. They can be stubborn, opinionated, are loyal to themselves first, and have high expectations when it comes to career advancement.

However, that is also an immense potential. Millennials can be stubborn yes, but this trait points to a strong and assertive personality that is the hallmark of strong leaders. They have strong opinions, but that does not mean they cannot listen to reason. Millennials thrive on feedback, crave for it actually, and prefer to have their opinions challenged rather than shot down. This is a trait that is tantamount for visionaries and leaders who have the potential of influencing others to greatness. Since this generation craves feedback and especially from senior management, a lack of it demotivates them, leading to disillusionment and ultimately, resignations.

Harnessing that potential will be critical in the next decade or so since this generation has all of the qualities that future leaders need to remain relevant in today’s business environment. In fact, this generation will make up more than 70% of the global workforce at that time but this does not mean they do not need leadership development at all. Unfortunately, with their hesitance to tackle existing politics, most employers prefer to have a laid-back attitude regarding the Millennials need of leadership development.

This is dangerous for organizations that have plans to expand and which will only have baby boomers and retirees to rely on during that time. Many of them will be experienced but will not have the strength, vitality, resourcefulness and most importantly, practical knowledge of current business trends to create sustainable production models.
The key is to pinpoint talent, in this case Millennials, that have all of the mentioned traits above and those who can be encouraged rather than forced to realize their full potential. 

The first approach can persuade them to use their talents to uncover opportunities that should not be hidden from them in the first place. The second approach will make it difficult owing to this generation’s stubborn nature. Therefore, future leadership development programs should be designed to nurture existing talents in order to prevent a significant skills gap down the line.


Philipe Bruce is the Founder of P.O.D.S Professional & Organizational Development Solutions, a business coaching consultancy based in Omaha, Nebraska. Born in The Republic of Togo of West Africa, Bruce ​is a business development coach with degrees from University of Nebraska, Bellevue University, and Peru State College. Fluent in English and French and a frequent contributor to The Huffington Post, Bruce brings a diverse, global perspective to the challenges facing the American workforce. His new book Not Just Talent: The Millennials Redefining Talent & Human Capital Management is available now on Amazon

Thursday, February 9, 2017

Six Ways to Make Your Presentation a Hit

Guest post by Ted Frank

Scientists say our attention spans are now shorter than a goldfish, so it’s more important than ever to make our presentations as engaging and compelling as possible. How can we do that?  One way is by taking cues from the place that can still captivate us for hours at a time: the movies.

Storytelling: In the way execs have wanted it all along

Movie-style storytelling is actually a perfect fit for corporate presentations because it’s built on the same principles we’ve all been seeking from presentations: being simple, quick, visual and powerful. But the best news is that you can get a lot of movie power without even using video. Here are a few tips to make your next presentation a hit.

1. Find the three key points that matter mostScreenwriters are able to write so quickly and powerfully because they start with three key scenes, then build the rest of movie around those. This not only keeps them out of the weeds when writing, but it will make it easier for us to remember and share it with other people. Business people can do the same thing: decide what three things are most important and emphasize those. It will make it easier to write your presentation, and will enable you to choose what people remember. If you evenly emphasize ten points, who knows what they’ll remember.
 
2. Cut out what you don’t need
Now that you’ve got your key story, take another cue from movies and cut what you don’t need. Hollywood calls it “killing your babies,” but in truth, few in Hollywood kill their own. Screenwriters cut the novel to 150-or-so pages, the director cuts down the script, and then finally, the editor cuts it all down to the story we see on screen.
And you know what? Most of the time, we don’t miss those cuts one bit. Because having less detail often helps us absorb and remember the most important parts of the story. So grab a colleague close enough to your work to understand it, but far enough from your weed pile. Tell him or her the three key points you want your stakeholders to remember, then ask them to cut anything that gets in the way. In my workshops, I’ve seen people cut 80% from their partner’s deck, and their partners are always, always grateful.


3. Tell those points through example stories We all know how much easier it is to understand and remember a concept when we hear or see it through an example. The example helps us grab hold of it. So unless your point is so simple a kid can understand it, always look for a way to describe it through an example. And then, cap it off with the opportunity your point presents to your stakeholders. Put the example and the opportunity together and you give them not only a story they can relate to, but also one they can use.

4. If you can make it visual, even better
Just like an example helps us grab hold of it, seeing that example makes it even more clear. It also puts everyone on the same page because we all see the same visual. And while we normally gravitate toward a drawing or animation, a photo can actually be more helpful because photos depict real things, and that makes it even easier for stakeholders to relate and believe.

5. Speak to the emotional side
We all know how powerful emotions pull on us, otherwise, no one would own a sports car or SUV. But for some reason, when we get to the office and pull out our PowerPoint, we forget about emotion. The truth is that no matter where we are, we are influenced by our emotions. So speaking to the rational side and informing can only take you so far. If you want people to get behind you, you have to inspire them and make them believe, and that all comes by engaging their emotional side.


6. Stand up for what you believeOne of the most profound ways people can raise the level of their presentation is to get up from behind the projector and stand in front of the screen. Do that and you’re already a million times more engaging. First, because they see the words come from you, which increases your credibility, solely because it shows you believe in your message enough to stand for it.
But it also enables you to enhance your communication through gestures and body language. You can even emulate one of the most powerful shots in movies: the dolly-push. When you want to make your big point, walk slowly toward your stakeholders like a dollied camera and you’ll feel all the power movies bring to their heroes.



Ted Frank is the principal story strategist at Backstories Studio. His book, Get to the Heart, shows professionals how using movie-style storytelling can make presentations clear, compelling, and c-suite ready. Follow him on Twitter @backstoriestv.

Thursday, February 2, 2017

Are You a Great Manager?

Guest post from Jack Litewka:

“How can I know whether I’m a Good Manager or a Great Manager?”  (I’ll assume that no one reading this article is a Bad Manager.)

That’s an important question that all leaders need to ask themselves.  “Why is it an important question?”  Because a Great Manager achieves significantly better results than a Good Manager does – in revenue, in profit margin, in out-of-the-box thinking, in exceeding expectations, in team morale, in talent retention, in enhancing the reputation of a company’s brand and the company’s products and services, and in being perceived as a leader.  So if a leader is not taking the time to think about what s-he needs to do to continue along the path from Good Manager to Great Manager, becoming a Great Manager will always be out of reach.

Good Managers
Let’s begin by looking at what Good Managers do. 

Good Managers deliver quality results on time.  Good Managers deliver quality results on budget.  Good Managers do a good job of hiring talent.  Good Managers do a good job of setting expectations.  Good Managers to a good job of setting context for their team.  Good Managers do a good job of planning.  And more, of course.

These are important accomplishments, and the work-world surely needs more Good Managers.  No argument there. 

But is that a high-enough bar for excellence?  That question (and its answer – “No”) inevitably leads to these questions:  “What’s different about a Great Manager?  How do Great Managers distinguish themselves?”  Read on…

Great Managers
A Great Manager does all the things that a Good Manager does – but does those things in a world-class manner (not just in a good-enough manner). 

A Great Manager also does additional things that a Good Manager does not do.  “Such as?”  Here are a few of the key characteristics that differentiate a Good Manager from a Great Manager.

Great Managers have a framework – one might call it a philosophic frameworkwithin which they can consider all potential activities and trade-offs.  Key to this is that Great Managers understand the critical aspect of their role – their overarching framework – which is:  creating conditions that allow others to succeed.  Of course, Great Managers cannot guarantee that their team members will always succeed; they can, however, create conditions that give team members the optimal chance of meeting and exceeding the quality bar in their deliverables.

Great Managers have a keen and healthy self-awareness of their impact on others, as regards the people on their team and on other managers, executives, and members of the board of directors.  That self-awareness makes it possible for Great Managers to protect their teams (from noise, rumors, inadequate budgets, etc.) and to create optimal conditions for their teams to do world-class work.

Great Managers have a very sophisticated understanding of how to motivate their teams.  They understand that long-term motivation is not always achieved by throwing parties… or giving gifts… or coming up with gimmicks… or verbal kindness…  or justly-earned promotions… or ensuring public recognition – though each of those can (in the right circumstances) be good things.  Great Managers understand that members of their teams will feel motivated when they are successful – and that feeling of success propagates self-motivation, which is long-lasting.  So, again, creating conditions that allow others to succeed is crucial.

Great Managers do not believe everything they think.  They regularly ask themselves, “What if I’m wrong?”  That question leads Great Managers to regularly think about alternatives that might be preferable to the first one they come up with before making significant decisions.

Great Managers understand that developing a Great Team requires creating a Great Team Culture.  Great Managers think a lot about how to create a culture in which the sum is greater than the parts.  They realize that it doesn’t happen by itself, doesn’t happen by accident.  They understand that it doesn’t automatically happen by hiring talent.  Creating a Great Team Culture requires a Great Manager to orchestrate dozens of factors in a skillful (and often subtle) way.  Great Managers step up to this task – and do the work necessary to create a Great Team Culture.  “Why are they willing to spend time and effort on this?”  Because they understand that a Great Team Culture results in their team exceeding expectations on a regular basis.


Jack Litewka is a management consultant who has mentored dozens of managers.  He is the author of The Sophisticated Manager:  Essential Leadership Lessons for Developing High-Performance Team… and Avoiding Critical Mistakes.

Tuesday, January 31, 2017

New Year’s Leadership Development Goals 2017 Edition


The beginning of a new year. A fresh start! OK, so we’re one month into the year by the time I got around to posting this.

For many leaders, it’s a time to reflect on accomplishments for the past year and establish goals for the upcoming New Year. 

It’s also a good time to set leadership development goals, either as part of a formal development planning process, or just because it’s a proven way to continuously improve as a leader.

While leadership development goals should always be specific and relevant to the individual leader and linked to the organizational context, there are a few common ones that most any leader could benefit from.

Here’s a list to choose from:

1. Become more self-aware (and aware of others). I’ll learn more about my strengths and weaknesses. More about my own emotions and how to control them, about other’s emotions and how I am coming across to others, and how to harness this awareness of self and others to be a better leader. I’ll take a multi-rater assessment or figure out some other way to get an accurate assessment as to how I am perceived by others. I’ll read Daniel Goleman HRB article “What Makes a Leader”.

2. Delegate more. My unwillingness or inability to let go is causing me to work long hours, preventing me from having the time to be more strategic, and is retarding the development of my team. I’ll do some serious self-reflection, or work with a coach or mentor, to figure out what’s causing me not to delegate. Is it my own ego? Is it a lack of confidence in my team? Once I get to the root cause, I will create a list of everything I do and make hard decisions on what to delegate, who to delegate to, how to do it, and by when.

3. Be more strategic. I’ll improve my ability to see the big picture and take a longer range, broader business perspective. I’ll learn to step back from the day-to-day tactical details of my business and focus on the “why”, not just the “what” and “how.” I’ll learn to speak the “language” of strategy and apply these concepts to leading my organization.

4. Be a better listener. I need to learn to pay attention and demonstrate to others that that I value what they have to say. I’ll use active listening, open-ended questions, body language, and eliminate distractions that get in the way of my ability to listen.

5. Become a better negotiator. I’ll learn the “art and science” of negotiation, and use proven negotiation techniques to collaborate and reach win-win outcomes with my manager, direct reports, peers, suppliers and customers.

6. Learn to resolve conflict. I need to stop avoiding conflict – and start dealing with conflicts head on in a more constructive way. I’ll learn different approaches to dealing with conflict – my preferred approach – and how and when to use more effective approaches. I’ll then apply what I’ve learned and tackle a lingering conflict that needs to be resolved.

7. Be a better coach. I need to spend more time coaching and developing my team. I’ll shift my leadership style away from always directing and telling and learn to guide and develop my direct reports. I’ll learn and practice the “G.R.O.W.” coaching model with each of my direct reports until it becomes natural and a part of my leadership style.

8. Develop my team.  I’ll learn more about what it really means and takes to become a high performing “team”. I’ll do a formal team assessment to learn about our strengths and weaknesses, then work with my team to establish an action plan to improve. Possible improvement areas: building trust, establishing structure and processes that encourage and enable teamwork, and practice “shared leadership”.

9. Lead Change. I’ll learn from the classics: John Kotter, William Bridges, Peter Senge and others and apply these proven models and techniques to a significant change that I need to drive this year.

10. Stretch myself with a “strategic challenge” project. Work with my manager to come up with a developmental “learn by doing project”. Something above and beyond my regular duties that gives me an opportunity to learn and apply new leadership skills. I’ll apply many of the skills I’ve been working on under “live fire”, where the risks and rewards are high.

Do any of these leadership development goals sound like they benefit you? If so, does it look overwhelming? It doesn’t have to be. Our new 6-day Leadership Certificate program will help leaders develop each of these critical skills and more! Learn leadership lessons from UNH best in class business school faculty, executive coaches and peers using a proven leadership development model.


 
Join me in New Hampshire May 11-12, June 6-7, and June 20-21, 2017! Download a brochure here.
 

Thursday, January 26, 2017

Going Global? Choose Your Country Wisely

Guest post from Anna Schlegel:

More than half of Google’s revenue comes from outside the United States. Facebook, Apple, or PayPal, all enjoy global success. These companies have “going global” down—they perform strongly in international markets, and can execute across borders because they embed globalization on their daily executive discussions.
Develop a Globalization Strategy
 
Part of the agility for a company to stay strong globally is the makeup of their country investment. Being decisive on how to prioritize global expansion is key here. Many US companies fear the unknown and are not convinced you need to diversify geographically to scale. However, those companies with a globalization strategy will reap the benefits.

So, what countries do you choose to start with? Most of these decisions are made in an HQ setting in alignment with regional general managers tasked with global business expansion. In a major corporation, it is common to see a general manager in charge of Asia Pacific, another for Europe, Africa, Middle East, and another for the Americas. Of course, there are countless combinations among those, depending on where your company originated.

Most innovative and technologically superior products have the potential to become global if they are needed, are better than what exists, and will improve people’s lives. They can see huge success in China or the United States simply because of its pure customer diversity and thirst for constant improvements.  International growth by going global as an importer-exporter offers opportunity aplenty. However, companies do not typically start their operations with a global plan. Most companies spend years perfecting product features, go global in a handful of countries and then go global in a larger set.

Create a Cluster of Countries
 
The standard way of going global is to enter known territories such as a town across the border of a neighboring country. Many companies take advantage of their own treaties or free trade agreements. Most enterprises target top economic powers such as the United States, China, and Japan.

Clusters can form for the following reason:

·         Compliance with your government’s trade advisory rules.

·         A directive from the board of directors.

·         OEM models are ready to go.

·         Joint ventures become available and point to a handful of countries.

·         Pathways give reach to a specific set of countries.

No two sets of country clusters will look the same, and an enterprise globalization plan will look different for Japan than for Turkey. The following examples are decisions to be made at the executive level:

·     Will the company be selling indirectly through partners or will you hire sales teams, or use both methodologies?

·     What are the local teams needed to support each country in your company’s list: i.e. HR, Legal, Facilities, Sales teams, Marketing, Support, Professional Services

·      Legal entity creation.

·      Map a plan for 1-2-3 year growth.

·     A product globalization plan: what products are ready and internationalized?

What is Geo-Alignment?
 
Organizing a country strategy and explaining to the rest of the company which countries matter most clarifies intent and aligns efforts to the right business opportunities or calculated risks. You do not want everyone in your enterprise supporting each country in the same capacity because no two countries are the same, some bring back much more revenue. It is important that you have the list of countries that matter in your company, and you understand who brings home the top revenue.

Once clusters of countries are defined, you can explain that to the full enterprise and align your resources to countries and portfolios. That will help make decisions on budget and resources, and will focus everyone on the top opportunities. If you are leading globalization for your company, your first questions should be: “What countries should we focus on, and what is the strategy for each tier?” Your CEO and general managers will tell you if focusing in the Philippines is more important than Vietnam.
Don’t Get Lost in Translation
 
You will often need to factor in the tolerance of a language in the country if localization cannot be budgeted for. For example, you will most likely want to localize a product for Japan from English before you localize a product into Norwegian, simply because Norwegians are more English tolerant. I am generalizing here, but understanding what languages your countries can tolerate will help you make decisions if you have to.

Ideally, your company has a model that explains which countries deserve what entitlements. This includes which countries will have a call center in the primary language, localized products, a comprehensive digital presence, and globalized partner programs.
This is where your globalization strategists will spend the most time. They will advocate for these entitlements to happen for specific countries. Rallying a whole company to support local product sales with properly laid out entitlements and plans is a winning strategy, and your globalization team should have a major stake in this.

Anna Schlegel is the author of Truly Global, and named the first globalization innovator by SDL/Fortune. She is currently the Senior Director of Globalization and Information Engineering at NetApp, and has led globalization teams for over 20 years with firms including Cisco, VMware, Xerox, VeriSign and for two localization vendors as the CEO and General Manager.

Thursday, January 19, 2017

Ambidextrous Innovation:


How Can Leaders’ Best Explore and Exploit both Disruptive and Incremental Approaches to Innovation?

Guest post from Gaia Grant and Andrew Grant:

Most of us love to watch a race. We like to observe the highs and lows of others as they experience a hard-fought competition. It’s exciting to tap into the innate competitive drive.

Indeed survival today seems to depend upon our ability to literally get ahead as fast as possible. With the market realities of the current economy, it appears that new players need to continually break through the ranks in order to survive. These players test more established racers with breakthrough innovations.

The success of the sharing economy, where small nimble players such as Uber and Airbnb have been able to overtake larger more established players, has revealed how easy it has become to challenge the established leaders.

Yet such a rapid and competitive approach to innovation may not be sustainable over the long term.

Breakthrough or be left behind

As addictive as the adrenaline of this ‘innovation race’ might be, players are constantly coming and going, and few survive. Fourteen of the world’s 15 most valuable technology brands have disappeared since 1995 (Apple being the exception) through failing to keep up with emerging technologies.

Even the apparent leaders in the race seem to suffer from ‘premium position captivity’, and often cannot maintain the leading position for long. Every time a disruptive new innovation comes through, the bar is raised.

There will also always need to be those who can move forward more carefully with incremental innovations that ensure careful sustainable improvement when the latest fads have passed.  

The message seems to be fast at all costs: that you must be proactive and anticipate future trends to generate better, faster solutions, or risk being relegated to the back of the pack, or even eliminated. But this message needs to be tempered with the knowledge that systems that support (not hinder) need to be in place to keep your wheels on the track.

Leaders need to be careful they are not too easily seduced by the need for speed, but that they are simultaneously able to build solid systems and structures to support change over the long run.

The ‘innovation race’ needs to be understood as both a long-term marathon, as well as a short-term sprint. There will be times each approach is needed, and the leader needs be trained and ready for both, as well as ensuring the organization is prepared for both.

Becoming ambidextrous

In order to be successful, leaders now need to be ambidextrous and balance these competing and contradictory approaches to innovation.

So how can you successfully navigate the innovation race? By including both sides of the following paradoxes you will be able to remain flexible and resilient. Effectively balancing these should enable you to keep one eye on what is happening in the here and now, along with keeping another on the road ahead.

·     Freedom + Control: Allow people the freedom to explore radical breakthrough ideas, whilst providing them the guidance needed for steady and incremental change.

·    Openness + Focus: Openness and diversity are essential for the ignition of breakthrough ideas, while people also need the opportunity to focus on what is needed for incremental innovation.

·    Engagement + Individualism: Allow opportunities for individuals to come together a s a group and brainstorm, while respecting the individual time needed to work ideas through to applications.

·    Flexibility + Stability: Provide flexibility for people to explore different solution options and breakthrough ideas, but also provide a solid system for practical implementation.

Successfully navigating these innovation paradoxes should enable you to create a sustainable innovation culture – no matter what the challenges ahead!
 

Gaia Grant and Andrew Grant are the authors of The Innovation Race: How to Change a Culture to Change the Game. As the Directors of Tirian International Consultancy they help to create innovation cultures for a range of international organisations (from Fortune 500 companies through to NFPs). The Grants are top-ranking keynote speakers and business facilitators, and Gaia is an HD researcher and guest lecturer at Sydney University Business School.

Thursday, January 12, 2017

Values Alignment for First Responders and More

Guest post from S. Chris Edmonds:

I am thankful for many things--only one of which is our first responders. Law enforcement and fire personnel lay their lives on the line every day. Their jobs are immensely stressful and demanding, and 99% of them serve with grace, skill and speed.

Skill alone doesn’t make a firefighter or law enforcement officer effective. The culture of their department has a huge influence on them.  If it tolerates unsafe or disrespectful behavior, it is very likely the first responder will carry that with them. They may withhold information or have a lack of respect for one another. They may be publicly critical or dismiss the accomplishments of others. They may lack confidence in the commands of their superiors. These behaviors create distrust, which is potentially disastrous.

If their department's culture tolerates disrespectful or dangerous behaviors, it is likely that the players in that culture will embrace those behaviors. They will not share information. They will not support each other. They criticize others' decisions publicly. They discount others' efforts and accomplishments. They may hesitate to act upon the commands of superiors--all of this could have potentially disastrous results.

Whether in the fire department, retail store, office, restaurant or police station you will only get a purposeful, positive, productive culture by design, not default.

Doing this well takes daily attention to clear intentions. Creating clear performance expectations and understood citizenship expectations, with consistent accountability for both, will bring significant benefits such as:

*Employee engagement up by 40%
*Customer service increased by 40%
*Profit and results jumped by 35%

All within 18 months.

These results occur at organizations that institute an
organizational constitution (which includes your team’s servant purpose, values and behaviors, strategies, and goals).

It is not common for law enforcement or fire protection organizations to get involved in this process. Even thought defining the constitution is the simple part of the journey, it does take a lot of effort and time to do right.

Once you have established your organizational constitution, the rubber meets the road when it is time to model and coach the desired behaviors and hold people accountable.
I have enjoyed working with firefighters since the 1980's when two served on the board of my YMCA. Getting to know them helped me see how very demanding their jobs are, and how dedicated they are to serving.

A member of the Bend, Oregon, USA, Fire & Rescue squad shared how his team is working toward a high performing, values-aligned work environment.  Their specific values include:

       Respect
       Optimism
       Compassion
       Humility
       Resiliency
       Integrity

In formalizing these values and behaviors, Bend Firefighters know that they are responsible for more than just applying skills to their jobs. They are expected to treat others with compassion and respect. They are to conduct themselves with humility and integrity. They are to show resilience and optimism even in the tough moments.

The Bend Fire Department praises aligned behavior and redirects misaligned behavior so that they can make progress every day. Moreover, aligned behavior like this just might help keep them a little safer, too.

How precisely does your organization define citizenship? What type of constitution do you have? It is the key to an effective culture.


S. Chris Edmonds is a sought-after speaker, author, and executive consultant. After a 15-year career leading successful teams, Chris founded his consulting company, The Purposeful Culture Group, in 1990. Chris has also served as a senior consultant with The Ken Blanchard Companies since 1995. He is the author or co-author of seven books, including Amazon best sellers The Culture Engine and Leading at a Higher Level with Ken Blanchard. Learn from his blog posts, podcasts, assessments, research, and videos at http://drivingresultsthroughculture.com. Get free resources plus weekly updates from Chris by subscribing here