An organizational "North Star," codifying valued behaviors for optimal performanceThe Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution. With practical step-by-step guidance, readers learn how to define their organization's culture, delineate the behaviors that contribute to greater performance and greater engagement, and draft a document that codifies those behaviors into a constitution that guides behavior towards an ideal: a safe, inspiring workplace. The discussion focuses on people, including who should be involved at the outset and how to engage employees from start to finish, while examples of effective constitutions provide guidance toward drafting a document that can actualize an organization's potential.
Culture drives everything that happens in an organization day to day, including focus, priorities, and the treatment of employees and customers. A great culture drives great performance, and can help attract and retain great talent. But a great culture isn't something that evolves naturally. The Culture Engine is a guide to strategically planning a culture by compiling the company's guiding principles and behaviors into an organizational constitution.
- Decide which behaviors and attitudes are desired in the organization
- Secure leader commitment to planning, drafting, and implementing the document
- Learn the most effective way to socialize the draft statement and get everyone on board
- Model desired behaviors to boost employee engagement throughout the process
Organizational culture is not an amorphous thing – it comes down from the top, inspired and exemplified by the leadership. It can steer a company up or down, keep it on mission or force it off-course. For an organization to fulfill its potential, the culture must be on-point, truly reflecting the heart of the company from leaders to team members across the company. The Culture Engine helps leaders define the playing field, pushing performance to the next level.
Foreword
Acknowledgements
Introduction
How did I learn about organizational constitutions?
How is the book structured?
Chapter 1: What is an organizational constitution, and why do you need one?
What is the condition of your team or company’s culture, right now?
The concept of perfection
How civil is your workplace?
Who is in charge of culture?
Create a pocket of excellence
An organizational constitution is a “disruptive technology” in your workplace
The Performance-Values Matrix
The costs of measuring only performance
How does an organizational constitution help your company, department, or team?
Client impact
Your leadership legacy
Chapter 2: It starts with YOU
Clarify your personal purpose
Clarify your personal values and aligned behaviors
Define your values
Add observable, tangible, measurable behaviors to each value
Your values, definitions, and behaviors
Formalize your leadership philosophy
Key elements (present day)
Desirable outcomes (future state)
Live well to serve and lead well
Servant leadership is the foundation
Chapter 3: Clarify your organization’s purpose
What is an effective purpose statement?
Communicating your company’s “reason for being”
What is your team or company’s “actual purpose?”
Humans are drawn to and inspired by Great Purpose
Crafting a Compelling, Inspiring Purpose Statement
Chapter 4: Define values in behavioral terms
Why Do You Need Values Defined In Behavioral Terms?
Your beliefs may not be aligned
Build your values foundation on behaviors
Step-by-step guidelines for creating valued behaviors
Define your values
Include observable, tangible, and measurable behaviors for each value
Your values, definitions, and behaviors
Chapter 5: Outline strategies and goals for the coming fiscal year
Who is in charge of communicating your business strategies and goals?
Measure the right things
Build a draft of your team or company’s strategic plan and goals
Chapter 6: Your organizational constitution must be LIVED
Engage all leaders in your organizational constitution’s implementation
Describe the Way
Align the Way
“Contribution management” instead of “performance management”
The values-aligned tribe culture at WD-40 Companies
Chapter 7: Gathering formal feedback on valued behaviors
Is it responsibility or accountability?
Crafting your custom values survey
Leaders must be rated on their values alignment first
Chapter 8: Dealing with resistance
What does resistance look like?
How must a leader address resistance?
Chapter 9: Hiring for values alignment
How do you hire today?
Before the hire – recruiting, interviewing, and assessing
After the hire – orientation and integration
What if the new hire just doesn’t fit?
Chapter 10: Don’t leave your organizational culture to chance
Long-term alignment vs. short-term results
Scoring your Culture Effectiveness Assessment
Implementing an organizational constitution is an ongoing project
Keep me informed
Author Biography