Category: Team effectiveness

In the extraordinary circumstances of today’s world, we are being bombarded by a myriad of contradictory information, while watching the devastating effects on businesses and people we value. While all this is going on, we also need to deal with the effect this has on us as individuals and leaders, build a coherent narrative, and take action. Different people will be affected by different emotions. They might arrive at diverse conclusions and recommendations on how to move forward. How do we deal with the polarities at play amid COVID-19? What is the best way forward when fear and anxiety are the dominant emotions?

 

Polarities at play

Organizational learning researchers, Chris Argyris and Donald Shon, found that when managers were asked how they behaved with their teams, they responded according to the “Mutual Learning Model.” They spoke about values such as collaboration, humility, curiosity, and learning. However, when Argyris and Shon observed these same managers in action, they saw them behave very differently. Their management style was more aligned with the “Unilateral Control Model.” They consistently tried to beat their counterparts, get their own way, and control others. They didn’t admit their own mistakes and instead, would blame others. For too long, traditional education has valued knowing over learning, certainty over uncertainty, having the right answer over asking questions, and assertiveness over curiosity and tentative exploration. No wonder the managers behaved as they did.
At the same time, the managers couldn’t openly act in this way, it would be completely unacceptable. Therefore, they would act like they were not trying to control others and were more consistent with the Mutual Learning Model. When this duplicitousness takes over, organizations (and their people) go crazy.
 

Some examples of the current polarities at play amid COVID-19 are:

  • Pay attention to the health of our people, but go back into full production right away.
  • Assure people not to worry and do their jobs, but worry about the future and the new normal.
  • Tell the truth, but don’t bring bad news.
  • Take risks in an uncertain context, but don’t fail.
  • Beat everybody else, but make it look as if nobody lost.
  • Be creative, but always follow the rules.
  • Promise only what you can commit to deliver, but never say “no” to your boss’s requests.
  • Ask questions, but never admit ignorance.
  • Think long-term, but deliver on your immediate KPIs.
  • Most important of all, follow all these rules, but act as if none of them exist.

 
The inability to discuss apparent contradictions, and furthermore, the inability to discuss that they are “undiscussable” such as the last rule states, create what Argyris and Shon describe as “organizational schizophrenia.”
There is no silver bullet to deal with these contradictions. What I am about to say may sound naïve. However, we have tried it over and over with hundreds of executives across different geographies with excellent results.
 

The way to deal with undiscussables is… to make them discussable

The first step is, with empathy and compassion, to help people become aware that there is a contradiction at play. Even before attempting to solve it, we need to acknowledge the apparent polarity. Once “we have a contradiction,” rather than “the contradiction has us,” we can engage in conscious conversations.
Contradictions happen in organizations all the time. Different people look at a set of data and make their own interpretations based on their personal history, past experiences, what is important to him or her, their intentions and more. They create a narrative that might blatantly contradict the narrative of others. Sometimes those others are influential people, colleagues with more authority than them.
 

Let me illustrate this with a practical example:

One observable fact: John, the leader of the team, doesn’t speak at all during his team’s meeting with other areas.
Different stories for different people: In Sam’s mind, Sr. VP of Marketing, a leader should voice his opinions, be assertive, and offer guidance to his team. Sam concludes that John has poor leadership skills and will not recommend John for the available senior position in Marketing.
On the other hand, Peter, Sr. VP of Sales, believes that a leader should be measured by how well his team performs. A great leader, Peter believes, is one who makes his people say, “we did it ourselves.” John’s team performed outstandingly during the meeting. They had great ideas and made practical recommendations. In Peter’s mind, this speaks very highly of John, their leader. Peter concludes that John should be offered the available senior position in Marketing right away.
One set of facts, completely different stories, opposite conclusions and recommendations.
The way to have a constructive conversation on the matter is for Sam and Peter to understand how the other has built the story, how the observable facts turn into interpretations, and how these combine with values to give birth to their opinions. They can acknowledge that they both create different stories and value different things.
I can’t promise that they will solve their problem. What I can assert is that they will have a very different conversation about John’s performance.
 

Applying this process in VUCA reloaded

If you were able to ask openly, from a place of humility and curiosity, questions like, “how do you expect me to be creative AND always follow the rules?” you might discover what your boss really wants. For instance, perhaps what she really wants is that you don’t put your division in an unrecoverable risk position, should your project fail. By having this open conversation, you will learn how this is not a contradiction to her and that both can be accomplished.
To survive and thrive, you have to be able to put the polarities and tensions created by this hyper volatile context on the table. Talk about them with the mindset of the learner; understand how everything can be true at the same time. You can do so by looking through the lenses of creativity, interdependence, and “yes, and” ways of thinking. Doing so may help you to discover options that, from a place of “either-or,” had looked utterly impossible to integrate. You are making once “undiscussable” topics “discussable.” While it’s easy to say, it’s not so easy to do. But it must be done if you wish to create a more conscious organization that can effectively deal with Covid-19 and the emerging challenges of the new normal.

Survivor Syndrome: Gather Information and Act. Pile of stones going from large to small at the top.
In the first article of a series I initiated with Fran Cherny, Survivor Syndrome: Overcoming Organizational Trauma in Times of Crisis, we offered some thoughts to start helping you, and leaders in your organization, support your employees get back to their best and grow the power of adaptability and resilience we all need now more than ever. Now it is my turn to come back to this series of articles and share with you some thoughts about the last action we suggested in our first article: “Gather information and act fast.” This important aspect of crisis leadership is about interactive and empathic communication in the context of accelerated digitalization of our social connections at work due to this Covid-19 crisis.
The number one need employees and managers have in the current context is for their organization and leaders to actively listen, with empathy and compassion, to their feelings, fears, difficulties, and what support they need., This is the first step to treating any trauma.
 

Managing organizational trauma

As Constanza Busto said, do not be misled by a quite common Knower posture consisting of believing that we well know what our people are feeling, what needs to be done, what’s best for the other person and needs to happen. This would be a double mistake. First, this would ignore the diversity of your employees’ feelings and needs. Secondly, what really matters is for your people to have the opportunity to express themselves and for you to show empathy, care, and compassion at work in the current context.
I see 3 key steps to manage organizational trauma:
1) Encourage your people to express and discuss their vulnerability.
2) Build a shared purpose as an organization in the context of what you will choose as your new normal, or new future, post-crisis.
3) Permanent and interactive two-way communication.
 

Gather information

Some companies are already running initiatives to concretely gather the data and feedback they need to help their people address trauma and grief (of self and of others). These initiatives include:

  • Regular employee pulse surveys and/or focus groups: Stop waiting for the annual survey or the perfect organizational way of doing it instead of using simple tools and surveys. You could pose a question of the day or week, such as, “how do you feel this week about x topic?” There are easy and simple applications, like “Happyforce,” to measure how your people are feeling in general every day and/or how they feel about a specific topic. It is not only about asking, but also about acting on it. Quick, simple, and effective.
  • Group webinars on health & wellbeing with active participation from employees to better manage their physical and mental health, as well as practice and grow their emotional mastery.
  • Online peer to peer group coaching programs: Consider a series of regular 60 to 90 minute webinars during which small groups of leaders (5 to 6 max) and their coach practice how to bounce back and rebuild their response-abilities to the crises they face.
  • Cascading of “Reflection Dynamics:” A top-down process of monthly 1 hour in-person or online team meetings on well-structured reflections. Managers can discuss challenges with their team and ways to practice effective mindsets and behaviors that will help them, and the company, overcome concrete pain points. Then, each team member cascades it down to their own teams.
  • Create virtual spaces to connect: Organize a weekly virtual café (via Zoom, WebEx, Microsoft Teams, etc.) to encourage people to reconnect personally, beyond work issues.

 

Take advantage of this opportunity to gather information and act

This crisis is not only about trauma and disruption, it is also a fantastic opportunity to grow for people and businesses. In the past 3 to 4 months, we have seen extraordinary demonstrations of resilience, agility, creativity, speed in decision and action, collaboration, empathy, and solidarity in our organizations, cities, communities, and families. Leveraging these bright spots in your organization is a very effective way to help your employees and managers get back to their best with inspiring examples of “what we can accomplish together.” You can do this by gathering facts and data with structured tools and processes. The same tools and processes also apply to identify and measure what did not work, what should we do differently and what we must do to fix the roots of the current organizational trauma or difficulties.
Beyond any of these examples, my number one point about managing organizational trauma is that inviting your people to express and discuss their vulnerability is the best way of making them stronger and better.

Hand holding jigsaw puzzles, Business partnership concept.

Traditional scenario planning helps to prepare an organization for the future. The method asks leaders to consider possible future scenarios and how they could affect the business’s strategy in order to formulate the best plans to tackle any given outcome. 

But,  what happens when the future suddenly seems more uncertain than ever? The wheel is moving really fast these days. What we thought was true yesterday, might not be true tomorrow. We are facing fast changing environments in which people and organizations are struggling with how to adjust to it all. Some of the more common words I have heard when working with teams in the last 90 days are uncertainty, anxiety and feeling “stuck”.

Preparing ourselves

We cannot control what others decide, what consumers want, and what governments will do. We can only prepare ourselves to see the possibilities in advance and be at our best to quickly adapt our plans. The traditional way of planning no longer works and applying the scenario planning method won’t be enough under the current conditions. The issue now is not how many scenarios we can build based on assumptions and premises, but how fast we can read, listen, and integrate new information. The world is changing too quickly to be able to make predictions as we did in the past. There are new variables and a lot of unknowns.
We need to find a new way forward, which honors the need for long term plans, while learning how to adjust with agility and effectiveness. Just think, even the definition of what “long-term” means has been upended. Even yearly plans could be considered long-term now!

Scenario Planning 2.0

Now the question is, how do we find the way forward? How can we plan and create a vision if we are still reeling from the recent changes and figuring out how best to adapt? How can we support our team members and help them feel less anxious as we forge ahead together?
The way we do this needs to address not only the business planning and strategy, but also how we can build trust within the team and inspire and energize them. It requires learning a new way of applying an updated version of scenario planning; one where the current situation changes day to day, or even hour to hour. The updated version of scenario planning means having frequent and regular conversations with your team to discuss assumptions, impact, and action plans. This is not a one-time event, but a regular exercise that will align your people and help to inspire confidence in an uncertain time. Scenario Planning 2.0 will help you and your team find a way forward. A way that is aligned despite the different perspectives about the future, and that provides the mindset and practices that can help you adjust based on new information.

Learn more

I gave a webinar masterclass to explore this methodology further through a simple, yet powerful exercise that many leaders are already benefiting from. To watch the webinar recording and learn how to run this beneficial exercise with your team, click here.

When we are facing new, difficult circumstances that we’ve never faced before, it is often much harder to respond in a constructive way. Our reptile brain unconsciously chooses between two bad options: fight or flight. Although we know this intellectually, this doesn’t mean we can get ourselves out of the trap so easily, or support others to do so.
In the article I wrote with my colleague, Thierry De Beyssac, Survivor Syndrome: Overcoming Organizational Trauma in Times of Crisis, we talked about how leaders can to respond to the current challenges in a constructive way. One of these ways is asking people what they need to be at their best, inviting them to be players and to regain control of their situation.
Survivor Syndrome: Tapping into the Player Within. Image of two business women talking
When we are in a leadership position we must challenge ourselves, not only to maintain our center, but also to be at our best to help others around us. However, many times what we see, as Constanza Busto shared in her article Survivor Syndrome: Building Bridges, is that we believe we know what needs to be done and what’s best for the other person. We can’t believe they don’t see it when, for us, it is so clear. Often, while we are thinking that about others, others are thinking the same thing about us. So, how can we escape from this unhealthy loop? For starters, as Constanza suggested, we meet people where they are, with no judgement, just making their stories and situations true and reasonable. Before we make them wrong, try making them right.
Only once that step is done, once we empathize, are we ready for the next part of the conversation. It is time to “coach them out of victimhood,” to help them connect with the player mindset. This means empowering them to think for themselves, encouraging them in a gentle and kind way, and helping them discover their next best step (just one little step) toward a new trajectory.

How do we do this?

  1. Validate their story: Make them feel safe and understood. If we could put ourselves in their shoes, we would be feeling and thinking the same thing.
  2. Ask questions that empower:
    • Help them build a small, short-term vision: “If you had a magic wand, what would be happening now?”
    • Ask “What can you do about it?”: a) Based on what you have envisioned, what is in your control? What can you influence? Is there anything you can now do to start moving in that direction? b) Is there anything you can ask someone for? Do you need to make any requests?
  3. Listen without judgement: Becoming a sounding board, coming from a place of understanding and compassion, for what they feel they can and cannot do, will make a big difference.
  4. Moving from ideas to actions: Help them commit to one “baby step” and be of service.
    • What could be your next move that you commit to try? When will you try it?
    • Can I support you in any way for you to try this?

Tapping into the Player Within

Try to follow these simple steps and remember that it’s not just the questions you ask, but from which emotional state and with what intentions you do it. Make sure you prepare to be of service from a place of humility, care, and helping others. The goal is to accompany your employees to find their own way to be effective with the tasks ahead, to gain trust in you, and feel good about themselves in such difficult times.
Remember, when a person is not at their best, the question we need to ask ourselves as leaders is: how do I choose to respond to effectively support this person to move on and be at their best? Above all, keep in mind that this is not only my choice, but my opportunity to grow and develop as a leader.
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In our next article, we will discuss how we can all create a brighter future together in the months ahead.

In Fran Cherny and Thierry De Beyssac’s article, Survivor Syndrome: Overcoming Organizational Trauma in Times of Crisis, they mention “meeting people where they are” as a way of helping your organization navigate this difficult time. What does it mean to “meet people where they are?” Why it is important?  
In life, we are all seeking experiences that make us feel good, loved, and give us a sense of belonging. We crave connection. The workplace, in any format, is not the exception. According to Forbes Magazine†, on average, we invest a little less than half our time at work in meetings, interacting with colleagues. There are plenty of opportunities to build connection and strong, trusting relationships, and yet, often we feel disconnected and sense a lack of belonging. 
Survivor Syndrome: Building Bridges and meeting people where they are. Two hands, one on either side of a pane of glass in a windowMoreover, during difficult times and crises in an organization, leaders tend to focus all their energy in trying to survive and keep the business going; learning to transform the business while running the business. Relationships are sometimes overlooked, and connection is postponed for “when the right time comes.”
In Axialent, we believe that what we do as leaders shapes our organizational culture and how we choose to respond during crisis is what makes the difference.  
Responding to the challenge in a constructive way and supporting people to be at their best will help organizations grow their power of adaptability and resilience: two things we all need desperately, now more than ever. 
 

Building connections and meeting people where they are is a step toward supporting people to be at their best

So, if “meeting people where they are” makes us feel loved and valued and can help us thrive, why do we often experience disconnection or misunderstandings instead? 
It turns out we can find it difficult to connect with others: 

  • It takes work and energy: Empathy is hard work. According to the American Psychological Association‡, people sometimes choose to avoid empathy because of mental effort it requires. 
  • It can be painful / uncomfortable to see people we love & care for suffer: We want to save people from suffering. We cannot “spare people from living the process.” The only way out is through.
  • We get frustrated and anxious for the time it takes to walk the journey: We sometimes feel that talking about what has happened is not the best investment of our time, and it’s frustrating. “Let’s go into solution mode NOW!”  
  • Knower Energy: We believe we know what needs to be done, what’s best for the other person and what needs to happen. “How can they not see it? It’s so clear!” 
  • Our own judgment: We experience disappointment when we feel that things or people are not being good enough. We put our own expectations on others. 
  • It’s challenging to look inward at ourselves to a place where we can connect and resonate with others’ pain and experiences. We are not always willing to do it.  

 

Building bridges

So, how can we increase our connection to build bridges and “meet people where they are?”

  • Self-connection: Be aware of your own stories and emotions toward the situation. Clarify your own intentions. How is this situation making me feel? What is the story I am telling myself? How would I like to help others? What would make me feel proud, despite the results?
  • Acceptance: Whatever it is, is enough. Let go of any expectations of how things should be or how people should react. We are all in our own journey and the time it takes for each of us to process what is happening is the time each of us need.
  • Hold the space for others: Be fully present with your energy, intention, and attention. Create a safe space for people to share their own stories, without fear of negative consequences. Let people know you are in this together.
  • See people with kind eyes: Tap into your empathy and compassion. We are all doing our best to deal with our own challenges. It’s ok to feel whatever each of us is feeling. Be at their service, assume good intent, and seek to understand others’ perspectives and beliefs with genuine curiosity.
  • Help people get unstuck: The way we see the problem is the problem. Challenge people’s beliefs by offering alternative perspectives and support them in creating new possibilities for their business, their relationships, and their lives.
  • Invite people to move forward: Create a compelling and inspiring vision for people to join you and reduce the exit barriers for people wanting to leave.
  • Be the change you want to see in the world: Lead your team by example by demonstrating the standards (behaviors) you would like to see in others.

 
Reaching out and offering our helping hands with the sole intention of supporting each other is the way we, at Axialent, choose to respond.
 
† “Just Say No: How Your Meeting Habit Is Harming You” Forbes.com, 8 August 2013
‡ “Empathy Often Avoided Because of Mental Effort” apa.org, 22 April 2019

Person walking on a beach looking out to a calm sea
First, a bit of context… 12 years ago, we went through a global financial crisis. I remember how we discussed at Axialent the impact of the crisis in organizations, people’s emotions and their effectiveness to give their best at work. At the time, one of my most brilliant mentors, Axialent founder Fred Kofman, said something that stayed with me: People will suffer Survivor Syndrome. He then developed this idea into a short article, and I think now is the time to bring back the “Survival Syndrome” issue to raise our consciousness on what people might be going through these days. Not only might people have lost someone due to the virus, but there is also a feeling of loss whenever we need to let go of the past, of what we were used to. And also when our organization goes through restructuring and we have to let go of colleagues and friends who are part of our community or business family. I call this organizational trauma in times of crisis.
My business partner, Thierry de Beyssac, and I, invite you to read the following article to raise awareness and build effective actions to deal with people’s struggles now. Everyone wants to be at their best, but often unconscious emotional stress gets in the way. We want to help everyone understand some of the hidden and unspoken dynamics we might be facing today and what is it that you can do to dissolve this.
Fran Cherny
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The Survivor Syndrome (in times of coronavirus)

Many war veterans realize that their psychological scars are much deeper than any physical pains, and that these will take much longer to heal. The joy and relief of returning home is sooner or later impacted by the things they remember; things they saw, experienced, felt, or feared come home with them. Stories from this past might invade their nightmares for years—perhaps even the rest of their lives. Beyond the happiness of feeling free and back home, the horror and the loss stays.
Psychological studies have found one thing in common in all these great stories of liberations and family reunions: survivor syndrome. One of the biggest emotional weights that those who made it through alive must bear is the guilt of surviving. “Why me and not my friend?” “Why am I alive when so many of my loved ones didn’t make it?” “Do I have the right to live when so many more worthy than me are dead?” Depression and other mental illness, and a great number of suicides are an outcome of not finding a way to deal with these questions.
 

Organizational trauma in times of crisis

Although organizational circumstances are not comparable with any of these extreme life or death situations, at a subconscious level there are some things that our mind starts thinking in a very similar way. For one’s self‐image and ego, the loss of a job has a deep impact in our self-esteem and how we are perceived by others.
When downsizing, many companies invest in psychological and outplacement counseling for those who have been let go. This occurred after the 2008 financial crisis, and we now see this as a common practice in most large organizations. But what about the “survivors”? What about those who now have to carry more responsibilities in a “leaner and meaner” organization? Who helps these people cope with some of the guilt and stress of remaining when some of their colleagues and friends have gone? People are asking: Why did I “survive”?
 

Some real situations

It is easy to think that those who still have a job should feel reassured, consider themselves lucky, and be ready to give the best of themselves. This might be very true for some, but also a bit more complicated for many others. Not facing a possible organizational trauma could prove to be gross negligence for your business.
In the past several weeks we have seen many people in coaching sessions, leadership meetings and virtual training sessions trying to talk about this and finding it hard to find the right words. We have seen a case of a company who decided to cut 40% of their workforce as their industry has been deeply affected. We heard from some of the people still there, who are working double the hours, and still investing a lot of time in connecting with their colleagues who are gone now, checking on them. We know of one employee even offering to give up 50% of their salary so they can offer a 50% job to someone else, as a way to take care of a colleague they valued a lot, which is an amazing gesture of generosity, but that has much more implications when the company does not know how to respond to these initiatives. All this takes time, energy and emotional resilience, and people don’t know how to deal with this.
 

Paying attention to the hidden dynamics

In the midst of the current global crisis, we are seeing a deep impact not only at a health and an economic level, but also at a mental health level. With so many companies of all sizes impacted by the coronavirus confinement and restrictions, and with the high level of uncertainty of the future, it is important to also take these work‐force survivors into consideration and help them to be at their best. Yes, many people have lost their jobs and we should definitely connect with them and support them emotionally and financially. But let’s also be aware that many others have kept their jobs and in a different way, they are struggling to. Yes, people are being supported by their employers to deal with technology issues, how to effectively work from home and many other things that are definitely needed, but we are seeing very little attention being given to the emotional issue created by survivor syndrome.

 
Why do we need to also focus on this when we have so many others issues? Because these are the employees that will carry us through the crisis, and their needs must be met as they face difficult situations, many times expressing symptoms of guilt, stress and fear. And many worry they could be next as there’s no guarantee that layoffs will not continue.
Our invitation is to at least consider it, because this might be a hidden issue affecting your employees’ state of mind and their capacity to be at their best. It is always better to check, to connect with people’s real concerns and fears, than to pretend that nothing is there, creating an “undiscussable” (something we all know exists, but no one really talks about openly, which creates even more tension).
 

Leadership responses will make the difference

We are raising this because with the current context and level of challenge everyone is facing on all levels, we perceive a risk that many managers might use “passive aggressive” or “passive defensive” behaviors, based on how our primal brain works when we are stressed and in really challenging circumstances: the flight or fight response. This could be expressed in various ways, for example by saying “Come on, let’s focus on the future, let’s move on” when others are not ready, or by just not talking to and connecting with colleagues as a way to avoid “rocking the boat”, or by feeling the need to connect emotionally with our own vulnerability and fears.
If these dynamics are happening today, we believe things will get much more difficult soon when we face the expected next phase of “people and business rightsizing“ that many are already calling, maybe too quickly, the “new normal”.
 

Responding to the challenge in a constructive way

So how can we break this vicious circle? How can you help your employees get back to their best and grow the power of adaptability and resilience they, and your organization, need now more than ever?
Axialent has been working with organizational culture change, executive learning and team effectiveness for a long time now. During difficult times and crisis, people usually do not respond as they normally would. There is a layer of emotional challenges that blocks many people’s ability to face reality and to embrace new ways with agility and joy. And unless worked on, it is hard for many people to connect with the opportunity and explore how they can grow, bringing the best of themselves for them, their colleagues and even, for those who are not around in the team anymore.
As a way to start helping you, and leaders in your organization, support your employees to be at their best, we offer below some specific actions. These will help people move on, with resilience, integrating their feelings and refocusing on what they can do to make the situation better for everyone:
1. Put things “on the table”. What remains “under the carpet” or hidden, exists anyway and becomes a source of tension that will add unconscious “weight in people shoulders”. It is critical to create a safe space where people can talk about their feelings, engage in a constructive dialogue and build a collective emotional intelligence.
2. Meet people where they are. With empathy, compassion and non‐judgement, let’s allow everyone to be where they are before we invite them to move on. Don’t ask them to follow and meet you where you are, but walk towards them and let them know you are in it together. Show people it’s ok to feel what they feel. And recognizing our own vulnerability first is a strength that will allow people to move on faster and from a good place.
3. Ask people what they need to be at their best, inviting them to be players and gain control. People are often trapped in their own victimhood and find it hard to connect with what is in their control to make things better. We can gently invite them to connect with that part of themselves. It is always impressive to see how improving self-confidence and self-esteem is one of the most powerful ways to gain the resilience you need to face any crisis.
4. Create a future together. In the current uncertain times, it is critical to create a vision for what we can create together, in a way that strengthens our capacity to adapt. Building scenarios together, and adjusting them based on new information, is an exercise that helps people share possibilities and start working based on them. This helps everyone feel that they are contributing to solving things in each of the three dimensions of sustainable success: business KPIs, the way we work together building trust, and how each of us feel as individuals are aligned to our core values.
5. Gather information about how all this evolves and then act fast. The number one need that both employees and managers have been expressing is to be actively listened to. In today’s world you can leverage technology to gather data (even every day) about what your employees think and feel, and what their general mood is (always using it in a responsible and open way with the people from whom you are collecting the data from). Don’t miss this opportunity to know how your people are doing, and design actions that can meet their emotional needs.
Only from a place of awareness, we can choose how to best respond to each situation. This is the time to help everyone be at their best and each of us can play a key role in making this happen.
 
First published by Thierry de Beyssac and Fran Cherny in LinkedIn

The moment of truth - image of a sun set

 

 

 

 

The opportunity

This is not an article written with the intention to judge what is good or bad, right or wrong. I am writing this to challenge us all on how we and the people around us, even our team and organization, are responding to the current situation. I think now is the time to move away from practical advice and take this to a deeper level of individual reflection and collective consciousness. Because we either all get out from this together and united, or many people and businesses will go under, creating a huge impact that will probably take years to recover from.
Many of the leaders I work with think that the time to “work on” culture, and how to better live according to our declared values, is “when we have time for it”. Let me tell you, loudly and clearly: there is no better time to move your culture towards your declared values, than a challenging situation or crisis! People are watching you now more than ever at a deep subconscious level. Culture is not only what you say at corporate events and in official emails, but what you do, and above all what you do in difficult circumstances. Culture is built through the messages you send every day to show people what you really value.

This is the moment of truth

Yes, this is the time. Not when things are going as expected. How you respond will show your values and culture in action. This is the moment to take action and be aligned with the best version of yourself, your team and your organization. This is the time to raise your hand and bring consciousness and positive actions to any ecosystem to which you belong.
In the past few days, I’ve seen many ways in which people, organizations and governments are responding to the Covid-19 situation. I’ve seen great examples of responses; where organizations and governments are trying to create solutions for the people they are responsible for. From public funds being provided to support the most impacted people, to companies creating new policies to deal with never before seen challenges for their customers, and there have also been many individual demonstrations of support. This is great!
On the other hand, I’ve also seen many others becoming, from my point of view, more “self-protecting”. They are only focusing on the impact on them. Even if we believe we are doing great, we run the risk of becoming unconscious of the bigger picture. Sometimes we become disconnected from what we have stated and shared; we start functioning more and more on autopilot. I see people in organizations doing things because “I was told to” without challenging whether those requests are aligned or not with who we want to be and our declared values.

In the last decade or so, organizations have been talking more and more about being conscious of their impact on the environment (which is not just being “greener”!). They have been talking about the need for true “partnerships” and stakeholder integration (taking care of all their value chain, not just shareholders). Organizations have been sharing in the media, and with their employees, values like “empathy”, “responsibility”, “innovation”. The news has been full of statements from CEOs with one or more of these words. Will they leverage this crisis to show how they really do this? Will they be able to look at the bigger picture beyond themselves?
We, as individuals, have been sharing with friends and colleagues what our values are. We all declare things like empathy, respect, freedom of choice, love, among others. If you think of yours something similar, virtuous and positive will come up for sure.
So, the question now is, how are we acting in accordance to these values in the current situation? And let me share once more, the intention of this article is to challenge us to pause and reflect on where we are not living in alignment, and how this could be contributing to possible future problems. This is an invitation to us all to learn new ways in which we can show up as our “best version”, as individuals, through the team we belong to or lead, and through the organization we work at. Will each of us be able to look at the bigger picture beyond ourselves?

Creating alignment

I hope that if you are still reading, you may already have some ideas on how to challenge yourselves to do this. In case it helps, I want to share some of the things that come to my mind as critical actions to take that can help all of us grow as a community.

1. Accept

It might help to start with acknowledging, observing ourselves, becoming aware of any emotions this situation may trigger in us. Fear? Victimization? Opportunity? Only by accepting what is happening, and how we feel about it, can we find a way forward. And if we all do it from a place of gratitude for what we have, if we can focus on how we can respond to make this the best possible situation and what we can learn, I can assure you it will be much easier.

2. Go back to our desired culture and value statements

Take some time with yourself to write down what your values are. How you would like to be seen and recognized by others. This reminds each of us who we are as our “best self”.
If you lead a team (or as a member of it), it’s the time to do the same exercise with your people. Think what are our values as a team and as an organization, and what we should stand for. This is the time to show the way and change the culture for the good.
Create a time to discuss and align on concrete actions to start doing as a team, and what should be stopped.

3. Speak up

Can you help step-up the conversation by raising the difficult topics and inconsistencies? In the last few years, many people and organizations have put “courage” at the core of their behavioral needs, to be more innovative, to test and learn new ways of doing things. This is the best time to practice! What if everyone practiced having the courage to challenge the status quo?
How can we create the time, space and the psychological safety for people to speak up and share the things we might not be seeing that we can do better? What if we all use this situation to practice at each family dinner, in each team meeting, in each small online chat; what we can do differently?
This is a great opportunity to make “courage” and “innovation” part of our culture, and not to wait for the “good times” to do so. That could be too late.

4. Solidarity!

Even if it’s not written as one of your declared values, this is the only way out: Solidarity! Angela Merkel shared this word last week and it got me thinking. Most governments were trying to avoid shutting down activities because of the enormous impact on the economy in general, and mainly on the small and medium businesses where the majority of people work.  But now, with the actions that have been decided for public health reasons, there is no way to avoid the huge impact this will have. The big question now is whether small and medium businesses can be resilient and stay afloat, with the impact of this outcome affecting millions of workers and all the value chains associated.
If you have tickets for a concert (as I do, for at least 2 in the next 2 months) and you ask the organizers to reimburse you instead of waiting and allowing them to reschedule for a later date, you might be contributing to a financial crisis that will impact people around the globe. Yes, every action generates a domino effect in a global economy. And this is the time for us to think beyond ourselves. We will find a way forward, together, and those who do not honor our trust will be impacted in the future. The most important monetary exchange we have is not money, but trust.
In my years working at NGOs, I learned that solidarity is not giving away what we don’t need anymore, but sharing what we have, whatever that is. Solidarity in difficult times is the main asset we have to gain trust and support.
Don’t we have a moral and ethical responsibility in difficult times to use our strength and power to support those in our community who are most vulnerable? What would we do at home for our family in a natural disaster situation? We would take care of the kids and the elderly first, those who need it most. We are in one of those situations now.
So, will you ask for your money back from the theatre? How will you support your employees? And people who might have had temporary work with you for a peak season that will now not happen? Will you ask that little hotel you were going to stay at on vacation or where you were going to hold an event for a full refund, or there is any way in which you can keep the reservation for a later date? There are hotels that have an outlook of only 5% occupancy for weeks or even months, artists who will not perform in a theater for a while, and these are just a few examples of something that is reality in many different industries and will affect all their value chain. So, what can we do to be part of the solution?

The moment of truth

I don’t have the answers and I don’t know what is possible for each of us and each business. What I do know is that we either take care of each other or we are contributing to the economy collapsing.
One great outcome of starting to think and act this way is that we become more connected. Yes, we are still only one phone call away, and sometimes just reaching out and asking “How are you dealing with all this?”, “Can I help you in any way?” and really engaging in these conversations and taking some small but still significant actions, is a way to share that you really matter to me. You. Your loved ones. Your business. Our togetherness.
This is a great opportunity, in times in which we could find excuses to be more isolated and disengaged from each other, to connect with our humanity and the best versions of ourselves.
Are you up for the challenge? This is the moment of truth.

This article originally appeared in LinkedIn.

In recent weeks we have found ourselves in situations unlike anything we have ever experienced. It’s difficult to know what to do, how to act, or what advice to follow, but one thing is clear, our world has changed and continues to change on a daily, if not hourly, basis. For that, we crave some kind of stability and a way to understand this new world we find ourselves in. I would like to share some of the best ways I have found to deal with our new reality and make the best of it.

1. Choose how to respond!

Many of us feel like we are stuck at home. Events are being postponed, people are being asked to work from home, and there is a need to change consumption habits and more.
Now the question is, how will each of us respond to this situation? How fast can we adapt and learn new ways of engaging? How can we adjust to working from home? And what if our families are also requested to stay at home? How do we deal with that complexity? How can we still deliver the content needed for people who were attending an event that has been postponed or cancelled?
Small but important adjustments in our ways of thinking and acting can create a huge impact.

2. Acceptance and next steps…

Let’s make a bold and smart move: accept that this is happening.
Once we have accepted our new reality, we are able to assess whether we need to change anything or ask for support to be as productive as possible in this new situation.
Last week when I realized I would be working from home, I took the opportunity to reorganize my home office.
Do you have everything you need to create an “office at home”? What can you do to make it work best for you? Can you ask your company for anything that would make it easier for you to be productive?

3. Home office: Setting boundaries: speak up and share

Many issues can and will arise with this new situation; and these are things that we all need to learn how to respond to.
Kids at home? Sharing a room to work in? Are there people around who are not clear about your availability? Colleagues who don’t know your situation?
Here are some ideas on how to deal with this and still be productive.

4. Generate connection while working virtually

What can you do to stay connected to your colleagues and clients, and increase effectiveness while working in a virtual environment?

  • For meetings, having your camera on, and asking others to do so too, can help everyone feel more connected and present.
  • “Checking-in” at the start of meetings with how we are doing and what we are expecting from the meeting not only makes sure there is alignment on the intention, but can also be used to open up a space for a quick personal connection.
  • How about instituting a once a week sharing of “best practices” with your team about this topic? This can help you connect as a team while at the same time increase your effectiveness and productivity.

5. Get moving!

Considering the limitations of our new situation, I think it’s important to do all we can to stay fit and healthy, both physically and mentally. The way to do it might vary for each of us based on what we like and the restrictions we have, but the need to do something to take care of ourselves remains.
The other day I went for a run outside and realized how much I needed it. There are alternative ways to stay active (and avoid the gym or crowded public places). Here I’m sharing some links to activities that I enjoy and find boost my productivity (and can be done from home!).
Quick yoga to give you a boost:

Stretching at your desk:

6. Take time to calm your mind and release tension


What is happening, is happening. Let’s just accept it. Even unconsciously, the constant stream of news and messages are increasing and generating fear and paranoia which blocks our ability to be rational and effective.
How can we connect to our best selves under the current circumstances, lower our anxiety and connect to great positive energy?
Perhaps you could stop looking at your cell phone and news so frequently? Why not put all our attention on reading a book? Or a movie we can debate afterwards? Fixing that thing at home that has been broken for a while now? Practice meditation and breathing to free up our minds? And what about seeing what you can cook with what you have available?
What we focus on expands and can completely change our mood and energy.
Let´s try to connect 100% with things that help us stay grounded, a few times every day!

7. Let’s focus on the opportunities

How can we make the most of these times where many of us are working from home? One thing that we gain is no commuting time!
This could mean more time to sleep or starting work earlier. Or this could be an opportunity to leverage the time to be with your family, meditate or do some exercise. Whatever you choose, is up to you, but the most important thing is to realize that we do have a choice.
What are you going to choose to do this week during your “commute”? What can you choose to do that takes care of your physical or mental health, and helps you to say grounded?

This past year, I met with hundreds of senior executives across the globe for the sole purpose of getting in some high-quality practice reps—working on our path to emotional mastery together. In many geographies, in many languages, in many world-class companies from many industries, we came together to strengthen our innovation mindsets and muscles so that we can accelerate getting to our individual and collective next levels as world-class Jedi business leaders focused on playing the long game.
 

These leaders are wrestling with the fast pace of change, asking questions like: What does our next-level business environment look like 10 years from now? What kind of company will we need to be to compete in 2030? Who do I need to BE/BECOME to help lead my company to get there successfully? Will my “current-level” thinking and behaving be enough?
Some sessions were private one-on-ones, some were in learning groups, and more often than not we met in the weekly course of business, during work stream meetings, KPI review sessions, M&A integration planning sessions or weekly team meetings. We met so that we could engage in real-time, “learn by doing,” high-quality practice reps.

KNOWING VS. DOING INCONGRUENCE

We were working mostly on experimenting how to make progress on closing our knowing versus doing gaps. We were not trying to focus on all of them, just the one or two that matter most to us right now.
 

 
Many senior executives can clearly articulate what their personal leadership gap is (e.g., “I’m a poor listener,” “I don’t ask enough questions,” “I typically react aggressively,” “I display passive-defensive reactivity,” “I am known for my technical abilities, not for developing trust/relationships,” “I don’t overtly walk the talk when it comes to our company culture or company values, but I run the No. 1 sales region, so I think I make up for it that way”). They’ve heard plenty of consistent feedback over the years from their bosses, peers and their 360s. All of them claim to have good intentions about closing those gaps.
Unfortunately, though, many are NOT very intentional about doing the personal work needed to actually close the gaps. They are all sincere (THE GOOD NEWS), but not all serious about it (THE BAD NEWS). Many executives are instead operating out of a default modus operandi, merely working on mitigating the impact of their gaps (after the fact), setting up damage control and disaster recovery/cleanup protocol versus upgrading their ability to deliver their desired next-level performance on the front end.
I know this because I privately asked them some very direct questions like: “You said you’re working on neutralizing your tendency to bully people in meetings (and instead engage them in a way that leaves them feeling strong), but you just talked over three people in the meeting we just had. Did you notice that? How exactly have you been working on closing this leadership gap?”
When they replied that they didn’t actually have a plan or a protocol for practice, I asked, “Why not? Why haven’t you asked for help?” They didn’t have a reason. They usually seemed surprised by the question and obviousness of what I was implying—that they knew what to do but weren’t doing it. When I ask them the follow-up question, it usually sinks in… “So, who are you BEING now that you know what to do and yet are still choosing not to do it?”
 

 
I challenge them to first reflect and get clarity—get specific about what different results they want (but are having trouble getting with their current-level approach), get specific about the WHY or the motive for wanting it and then get some expert help to experiment on “getting there” (closing the gap FASTER) by practicing differently. The treatment is simple: deliberate practice, an experimentation lifestyle, test and learn.
“THE JEDI PADAWAN ON THE PATH TO MASTERY” looks and sounds like this: “I’m getting expert help (sometimes challenging + sometimes loving support); I have an explicit/tangible performance goal; I’m engaged in consistent, deliberate/expert practice (mostly with others); I’m seeking out consistent/ objective feedback (testing, learning, game filming); I’m focused on learning to love the process of learning (and sharing that learning with my team).”
 
THE #1 MISTAKE (SMART) PEOPLE MAKE THAT KEEPS THEM STUCK
I need the same kind of challenge, support, reminder, clarity and awakening to help me be more congruent with my walk/talk. Only then can I determine if I am indeed on the path to mastery (overcoming the gap) or if I am making the all-too-common “dabbling/hacking” (approach to learning) mistake.
“THE DABBLER/HACKER DEFAULTING TO PLAN A” looks and sounds like this: “I’m working on it (mostly on my own); I’m trying harder (when I have time) to not be so reactive, but I’m too busy right now to stop and train; I need more self-discipline to train consistently; I know what needs to be done, I just can’t do it in the moment; I think faster than most people; and, yes, I can get pretty impatient frequently—that’s why people think I’m mad and yelling at them…but I’m not mad, I’m just passionate and moving fast.” 
The “dabbler/hacker” orientation does NOT support effective follow-through on closing the gap. The dabbler/hacker orientation is apparently satisfied at the current level of performance. If they were consciously dissatisfied or suffering enough at the current level, they would approach closing the gap differently. That usually is the telltale sign that we aren’t ready to change, yet. When will we be ready? Don’t worry…there will always be more suffering. When we are done suffering, that’s when we will be ready to change. With that new level of awareness, openness and curiosity, we will be ready to experiment with a new expert approach and a new expert system to find ways to close the gaps more effectively. Then, and usually only then, we can see past the DOING gap and get to work on the root cause: the BEING gap.
Yes, there is an expert way to accelerate our own readiness. Just trying harder doesn’t work.
In some cases, the awareness will come too late and the unnecessary suffering will lead to permanent damage. In some cases, the stakes are too high to allow suffering and permanent damage. Even then, unfortunately, we often approach these kinds of high stakes domains that we say we care about (e.g., taking care of others and taking care of ourselves) so unconsciously that a game film replay of our lives would show us that sometimes we pursue the less effective “dabbler/hacker” approach, even when it matters most.
None of us would say that it is OK to be a “dabbler/hacker” when it comes to our important relationships, right? Is it OK to approach our health with this “dabbler/hacker” orientation? Is it OK to approach our leadership development with this “dabbler/hacker” orientation?

Is it ok (for world-class professional leaders) to approach our leadership development with this “dabbler/hacker” orientation?

Of course not. There’s too much riding on it. There are too many people counting on us to BE a “next-level” leader already, and maybe we’re behind schedule. Taking a mastery approach in the leadership domain will have an exponential impact on all of the results we get, in all of the dimensions we care about most (e.g., career, physical, mental, emotional, relational, spiritual).
BECOMING THE KIND OF LEADER WHO LEARNS TO LEAD DIFFERENTLY
To succeed in a time of building agile/adaptive businesses, the most effective leaders are UN-LEARNING the outdated, top-down, “leader-knows-best” success formula and are instead LEARNING to hold themselves 100% responsible for the fate of the company on one hand…and on the other hand hold 0% (absolutely no) responsibility for controlling the choices that need to be made by other people. Let’s read that again…

We leaders are 100% responsible for the fate of the company on one hand…and on the other hand, we assume 0% (absolutely NO) responsibility for controlling the choices that need to be made by other people.

This key leadership polarity may seem counterintuitive, but it is more effective when it comes to exceptional, sustainable results. Successful leaders today design and grow cultures where diverse groups of human beings can bring 100% of their individuality, creativity, courage and curiosity to bear on the most complex problems of the times, and cultures and systems where there can be leaders at all levels making better, faster, more collaborative decisions. That’s how you “fit in here.” You speak up, ask for help, test, learn, make mistakes, etc.
 
We can’t fake that kind of next level leadership. That’s a BEING fix, not a DOING fix. Who we are (BEING) determines what gets traction at the DOING level and then ultimately determines the results we get. That’s why New Year’s resolutions don’t usually work; they are approached from the DOING level.
A DECADE FROM NOW…
I hope 10 years from now I will become the kind of leader that is capable of BEING more conscious and deliberate than I am right now. I’m much further ahead of where I was a decade ago, but I still have a long, long way to go.
I didn’t start the deeper work on my BEING level until I became a parent. I wish I had started much sooner. But that’s when I started to get more serious about waking up and choosing to focus on becoming something better. I finally saw the glaring dissatisfaction I had with my current level and realized WHY I wanted to become a better version of myself. That’s when I started engaging in the mastery of next-level practices and eventually started seeing the next-level results.
WHERE WILL MASTERY MATTER MOST TO YOU IN THE NEXT 10 YEARS?
What are you focused on learning? What do you want to experiment on in 2020? Let’s get specific. Let’s celebrate noticing our gaps. Let’s build our 2020 plan. “The question we all need to think about is when and where to play a long-term game. A good place to start is with things that compound: knowledge, relationships, and finances.” –FS
This post is an invitation to myself and others to notice where we might be taking the dabbler/hacker approach versus the necessary mastery approach. Use this list of reflection-provoking planning questions below. Modify them, make them your own, or use a different list of questions to capture your thinking for an increased likelihood of BEING successful in 2020. Once you have this clarity, then you can more effectively plan your weekly sprints (experiments) and quarterly goals.
2019 CURRENT YEAR/CURRENT-LEVEL REFLECTION
POSITIVE:
• What did I love most about 2019? When was I happiest?
• What am I most grateful for from 2019?
• Which three moments were most meaningful?
AUTHENTIC/PURPOSEFUL:
• Where did I really use my strengths?
• How did I live out my values/purpose?
DISAPPOINTMENTS/LEARNINGS:
• What were my biggest disappointments? …frustrations? …failures?
• What were my biggest inconsistencies with my values/purpose/priorities?
• What still makes me feel angry? …sad? …anxious? …scared?
• What is the most honest thing I can say about my disappointments?
• What is the most compassionate thing I could say to myself about my disappointments? (reframing)
MOMENTUM
• What momentum did I start to build in 2019 that I want to take forward?
2020 NEXT YEAR/NEXT-LEVEL PLANNING
• What do I love to do that I want to do more of in 2020?
• What core values are most inspiring to me?
• What priorities do I want to focus on in 2020?
• What would be most inspiring for me to accomplish in 2020?
• What would be my heart’s desire or biggest dream?
Click here for access to the downloadable PDF or email me at raff.viton@axialent.com if you would like a PDF of the full 2019 REFLECTION/2020 PLANNING DOCUMENT.


In 100% of the deals where significant value was lost, the senior leaders (in corporate and private equity firms) all report that culture issues were the cause.
 

If everyone knows the # is 100%, then optimism about the culture integration (of M&As) would seem to be negligent at best & self-sabotage at worst.

 
According to PwC research report “How to Create Value Beyond the Deal”, senior leaders report culture as being critical to business success and essential for value retention in a merger and acquisition; however, few truly understand it (yet proceed as if “this time” it will work out fine.)
There are obviously, better options available than leaving money on the table due to optimism, impotence and surrender. This all sounds like too much unnecessary suffering and permanent damage if you ask me. A new approach is needed to support leaders responsible for merging separate cultures more successfully. 
 

 
 

“Buyers and sellers both are saying culture and people need to be the highest priority from day one.” – PwC

 
Culture is such an obvious driver of value, but “many are scarred” by overestimating their own competency and underestimating the importance (but not in hindsight). Many have learned the hard way that changing culture requires experts in both the technical and human competency of changing culture.

  • 65% of companies (and 57% of private equity dealmakers) say cultural issues hampered the creation of value in addition to the 100% that said it caused value loss
  • 83% of the deals that lost significant value saw between 21% – 30% of key talent leave the business

 

 
 
 
The PwC research goes on to recommend: “Put culture at the heart of the deal: Keeping people and cultural aspects up front in planning is fundamental. Failing to plan for cultural change will undermine the value created. In the face of disruption across all industries, it is important to ensure these core elements are all working in harmony to ensure maximum returns, effective integration and long-term value creation.”
 
 
 
 

“Culture, if poorly managed, can absolutely be a deal-breaker” — Iñaki Cobo of KKR London

McKinsey & Company agrees: “Understanding culture, and proactively managing it, is critical to a successful integration. This requires a comprehensive approach. Cultural factors and organizational alignment are critical to success (and avoiding failure) in mergers. Yet leaders often don’t give culture the attention it warrants—an oversight that can lead to poor results.”
Leaders get a lot of things right on the tangible and technical side of the integration but often overlook the human side due to their lack of understanding/culture competency – it is a costly blindspot.
 

If only a fraction of the deal cost was invested in culture competency, many of the significant losses could be avoided and the likelihood for exponential value to be created would be significantly increased. What gets in the way? The hubris or lack of awareness is baffling – why do leaders keep repeating this mistake over and over while doing all the technical things right? Perhaps it’s because on the surface, they believe they are doing enough and it looks like things are going ok – many things do go very well…
 
WHAT USUALLY GOES WELL? (BUT ALONE IS NEVER SUFFICIENT)
Dedicated new team time: Both parties usually demonstrate a sincere openness to working together. Space is usually opened for people to share how they feel, acknowledge the different backgrounds, and highlight concerns and opportunities.
Strong leadership steps up to get things done: Usually, leaders are willing to step up and take on tasks and difficult challenges moving forward. There is a strong focus on action and getting things done.
A high level of business knowledge: On both sides, the knowledge and understanding of the business is usually high. (However, usually the knowledge and understanding of the human side of change/integration is not as high.)
Strong leaders role model well: Some leaders effectively and/or intuitively role model the type of culture they want to see.
 
WHAT GETS IN THE WAY OF CULTURE INTEGRATION?
A. We need to work inside out with an understanding that change starts from within: Persistent ineffective mindsets are the biggest blockers. From a cognitive level to new habits, mindset shifts from fixed to growth, victim to player and knower to learner need practice. It typically appears that the acquirer’s integration investment in the culture/people dimension has been ad hoc and limited, reflecting a “hope for the best outcome” versus a guarantee and commitment for the best return.
B. Significant gaps in leadership’s ability to “listen to understand” and/or seek first to understand, then to be understood: People need help building the muscles/ability to differentiate between opinion versus fact. They do not know how to do this, which in turn creates barriers to being received and understood, despite good intentions. Interactions improve when people learn to speak constructively and responsibly about issues as well as their own emotional journey.

C. Thinking “win-win-win” requires more listening and empathy: People and teams need support to help them become more self-aware and practice real empathy. For example, many times the acquirer will mention that the existing standards/processes would remain in place unless there was a compelling reason to change. Surprisingly, this invitation for certainty can often create a sense of disappointment among the acquiree’s executives.
D. There are pros and cons of the “acquirer’s way” for integrating the acquiree: Become conscious that the acquirer’s way can be very effective for many purposes. Yet when dealing with a culture like that of the acquiree, where they value something slightly different, it can also be a liability.
E. People’s perception of leadership matters: Individual leadership styles matter a great deal during the integration. It dramatically affects how engaging and inspiring they are (or are not), and how they are perceived by others. Many leaders don’t have a sufficient “mirror” helping them to be more aware of their own impact on others.
WHAT CAN WE DO TO START STRONG AS ONE NEW TEAM? 
Here’s how to start strong, preserve the best of both cultures and create value together…
 

1. Design a vision for the merger to be a model/symbol of the acquirer’s long-term commitment to the “marriage,” to innovation, to people, and to dominating the category. Use a statistically valid model (and practical visual device) to build alignment and to tell the story – e.g., the Organizational Culture Inventory (OCI/OEI®) is the world’s most thoroughly researched and widely used culture tool. Custom diagnostics/models are not better – they are too confusing, they don’t measure the right things and they cost more.

 
2. Support joint leadership teams to align culture and strategy – start by exploring their culture readiness (as an on-ramp to building shared clarity and alignment) and engage the teams in high-performance team development (individual and collective development/learning journeys).


 
3. Have joint leadership teams lead the co-creation of a new organizational culture plan with curiosity, collaboration and purpose. Use an expert process, expert model, and culture experts objectively supporting the team. Align the culture with the desired mental models and behaviors of the most senior leaders (assuming the most senior leaders represent the ideal culture attributes – if they don’t then we obviously need to have a different conversation – we will need to work on that ASAP.)

 
4. Avoid theoretical approaches and work hand in hand with business execution – think of this work as a culture prototype in the context of business. Implement a culture champions program to model culture throughout the organization and continuously gather real-time feedback. Pay close attention to communications coming from global and their impact on regional and local markets. The volume of global communications from different departments can be overwhelming and result in a lack of focus locally. Make sure communications are aligned behind a common vision for priorities
5. Measure the culture progress by identifying tangible metrics that allow for assessing the degree of progress.
CASE STUDY