Courageous Cultures

Karin Hurt,David Dye

• Publisher: HarperCollins Leadership
• Year: 2020
• ISBN:
  9781400219544
• Topic: Business
• Subtopic: Cultura aziendale
• Index: Business

From executives complaining that their teams don't contribute ideas to employees giving up because their input isn't valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels.

Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them.

Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together.

In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is "sticky" for both customers and employees.

In Courageous Cultures, you'll learn practical tools that help you:

• Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together.
• See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking.
• Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees.
• Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization.

This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization.

CHAPTER 1

What Is a Courageous Culture?

“Why am I the only one who finds these issues? What’s wrong with my managers? Why can’t they see this stuff and fix it?”

“We’ve got so many ways for people to submit their ideas, why don’t more people use them?”

“My direct reports are always out talking to employees, but why is it that all we get is a bunch of fluff?”

Have you ever found yourself asking these questions? You’re walking around and discover a fantastic best practice—which everyone could benefit from—but no one knows about it, not even the folks five feet away from where you found it. Or you discover a glaring problem—which apparently has been going on for years—but no one bothered to tell you. Or you have a state-of-the-art suggestion system that’s empty. We hear these challenges from leaders we work with all the time.

Do you know what’s really interesting? When you talk to the frontline employees in these same organizations, you’ll often hear statements like:

• “The only way to get the customer what they need is to use this workaround. I’ve been doing it for years, which is why my customers love me. It’s not standard procedure, though, so I keep my head down and hope my boss doesn’t notice.”

• “They say they want our ideas, but nothing ever changes. I’ve stopped bothering.”

• “Whenever a bigwig from HQ comes to do a focus group, my boss warns us to talk only about the good stuff so we don’t look like we’re complaining.”

And we wonder, “Are you all working for the same company?” People have ideas. Leaders want to hear them. But somewhere it breaks down.

This disconnect stifles innovation, problem solving, and hampers delivering breakthrough results for your customers. Your success depends on quickly incorporating the best ideas from across your business, on understanding what’s not working and how to make it better. But what if you never hear what’s working well and what’s broken?

For many companies, it’s not senior leaders who fear making big go-no-go choices that stifle progress. Rather it’s the exponential effect of thousands of small opportunities missed because people didn’t speak up when they saw something stupid or didn’t share their idea because it might not be well received. The best practices languish, unshared and unspoken. Why?

Because people are often discouraged for saying the wrong thing and not rewarded for saying the right thing—so they say nothing. The consequences can be dire: customers leave, problems multiply like the heads of the Hydra, and employees lose heart. The tragic truth is, most of the time, leaders think they’re creating an open environment that encourages employees to speak up and are surprised when they learn that employees are holding back. Too often, both employees and leaders feel that no one cares about making things better.

WELCOME TO THE WORLD OF COURAGEOUS CULTURES

Instead of safe silence and frustrated leaders, what if you had a Courageous Culture? A culture where:

• Teams at every level of your business continually ask, “How can we make this better?”

• Leaders have the courage to ask what’s not working and really listen.

• Everyone is confident to raise a hand on behalf of the customer and put purpose above politics.

What does it mean to have a Courageous Culture? Our favorite definition of culture comes from Seth Godin: “People like us do things like this.”¹ It’s that invisible force of mutual understanding and awareness that drives behavior. A Courageous Culture is a place where “people like us” speak up. We share ideas. We solve problems. The default is to contribute. It’s a culture where silence isn’t safe and effort is everything. Courageous Cultures go way beyond employee engagement. People are energized. They bring their whole selves to their work. Innovation isn’t limited to the senior leadership team or R&D. Everyone innovates, every day.

This isn’t a book about large-scale innovation, the groundbreaking shifts in direction to capture new markets, or building a game-changing product (though Courageous Cultures can do that too). It’s about the daily innovation that improves your customers’ experience today. The group that comes together and says “if we’re serious about this, we’ve got to solve this problem” and then does. When you build a Courageous Culture, you’ll see teams of Microinnovators, Problem Solvers and Customer Advocates working together to make things better.

Throughout Courageous Cultures, we will introduce you to leaders, organizations, and teams that are committed to shifting their culture from safe silence to consistent contribution. Leaders like Leon Haley Jr., MD, CEO of University Florida Health Jacksonville and dean of University of Florida COM-Jacksonville, who told us, “If we ignore our staff’s ideas or disregard the potential of an idea they offer us, we’re essentially inviting them to leave and take their idea to another hospital, clinic, or physician practice who will listen.”

Cultures like that of Bridgewater Associates, one of the world’s most successful hedge funds, with radical commitments to transparency, open-mindedness, and where speaking up with criticism isn’t just allowed, it’s expected.

Places like Trader Joe’s, a grocer with the highest revenue per square foot and throngs of brand advocates, where continual improvement is fundamental and everyone does what it takes to serve the customer. Companies like Basecamp, whose founders, Jason Fried and David Hansson, are committed to a calm and productive workplace with courageous leaders who choose “calm over crazy.”

Organizations like WellSpan Health, which is clear about its mission of health through exceptional care for all and which remains creatively curious about the best way to achieve it.

And businesses like Nestlé, which create a Courageous Culture through its commitment to diversity and inclusion.

You’ll meet leaders who have built Courageous Cultures within their teams—even when their larger organization wasn’t there yet. We’ll share our own experiences building teams and cultures where people speak up, solve problems, and advocate for customers. And, perhaps most importantly, you’ll meet many leaders² who are in the process of taking the next step to a Courageous Culture. We hope that these stories will inspire you with what’s possible, give you practical examples to follow, and motivate you to build your own Courageous Culture.

Behind these stories, you will find the research. We set out to answer the questions we heard from those senior executives, to explore the gap between leaders’ intentions and employees’ experiences, and to find out, practically: How does courage show up at work and what makes it so challenging? How can leaders build teams of Microinnovators, Problem Solvers, and Customer Advocates? And finally, you’re likely familiar with the concept of FOMO (Fear of Missing Out). Well, in our work with organizations around the world, we’ve encountered another “fear of”—Fear of Speaking Up, which we call FOSU. FOSU is the reluctance, hesitation, or outright fear that prevents people from sharing solutions, problems, and ideas. The final question we wanted to answer is what causes FOSU and how do leaders overcome it to build a Courageous Culture?

We worked with the University of Northern Colorado’s Social Research Lab to answer these questions. We did quantitative and qualitative research studies and conducted interviews with leaders from around the world. We partnered with organizations in industries ranging from financial services to health care to defense industry engineers to dive deep and interview leaders at every level of the organization. We’ve asked participants at conferences where we speak and in the leadership workshops we conduct to talk with us about their experiences with courage at work.

What we learned was challenging, frustrating, and encouraging. We’ve written Courageous Cultures to distill this research and give you the road map to build a culture of microinnovation, problem solving, and customer advocacy. And while we’re on that subject, let’s take a moment to clarify what we mean when we talk about these innovative problem solvers.

TEAMS OF MICROINNOVATORS, PROBLEM SOLVERS, AND CUSTOMER ADVOCATES

A Microinnovator is the employee who consistently seeks out small but powerful ways to improve the business. She consistently wonders, “How can I make this easier, better, or faster?” Then she speaks up and shares what she’s learned. He’s the trainer who sees that new hires aren’t retaining a key skill and, rather than rely on the curriculum he received, builds a new way to teach and evaluate it. She’s the team member who sees a gap in the way data moves between two teams and builds a shared resource where both teams can quickly find what they need.

A Problem Solver is the employee who cares about what’s not working and wants to make it better. He uncovers and speaks openly about what’s not working and thinks critically about how to fix it. Problem Solvers care about the business, treat it as their own, and focus on solutions. She’s the video producer at a rapidly growing marketing company who says, “We’ve got twenty-one different ways to manage projects and communicate with one another. We’re wasting days and dollars duplicating effort or putting things in the wrong place. If we can narrow it down to three, we’ll save money and be able to take on more clients.” It’s the team that can’t get the information they need from their database, but they refuse to shrug and live with it. They roll up their sleeves and work together with IT and their manager until they find a solution.

A Customer Advocate is the employee who sees through your customers’ eyes and speaks up on their behalf. Customers may include your clients, students, patients, citizens, or for internal corporate support roles, your colleagues. Customer Advocates actively look for ways to improve customers’ experience and minimize customer frustrations. He’s the nurse who observes that patients are more relaxed when they understand what is happening. He suggests that the clinic revise its procedures to begin every patient interaction with a statement of what’s being done and why. She’s the engineer who sees that by the time she receives the customer specs, the project is already behind the desired schedule. She recommends a new customer intake process that will help customers identify their needs much earlier in the process.

In our world of rapid change, a Courageous Culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees.

HOW TO USE THIS BOOK

We’ve written Courageous Cultures as an interactive team exercise. You can read the book straight through, but you’ll get the most value when you and your team spend time with each chapter, complete the exercises together, discuss your opportunities, and implement the suggestions you’ll find in the coming chapters.

The Road Ahead

In the next chapter, we discuss why a Courageous Culture is such a huge competitive advantage in an era of unprecedented change. In Chapter 3, we’ll share the findings of our research into what keeps people from speaking up and then lay the foundations for what you can do to overcome that reluctance. In Chapters 4 and 5, the focus shifts to you and addressing the courage crushers you need to remove, followed by how you find the courage to credibly lead a Courageous Culture. In Chapter 6, you’ll get a look at how Courageous Cultures work in practice and the elegant dance that makes them possible. Chapters 7–11 give you the tools to build a Courageous Culture. Chapters 12–14 answer questions about how to build systems and infrastructure that support Courageous Cultures, how to lead different types of challenging people, and how to help your managers lead a Courageous Culture.

As you read and discuss, you’ll undoubtedly find ideas and techniques that you’ve already mastered and think, “Hah, they should have interviewed us for this chapter, we’ve got some great best practices!” Take time to celebrate those and find ways to reinforce that momentum. ...