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The D Series: Tools to succeed at innovation

Leadership and the Power of Culture

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Culture, they say, is what happens in your business when you’re out of the room.

If that makes corporate culture sound like an afterthought, that’s not far from the truth. Traditional management theory focuses on creating rules, policies and reporting structures to ensure things get done. When I was in business school, no one suggested that leadership was really about creating a work environment that excites and motivates people to excel.

But then, my degree program was in “Business Management,” not “Business Leadership.”

I was pleased to discover a revised definition of leadership developed by U.S. consultant James Kerr in an article called “Leader or Manager?” at Inc.com. “Managers monitor and adjust today’s work,” Kerr writes. “Leaders look forward and imagine the possibilities that the future may bring, in order to set direction.”

I wonder how many entrepreneurs never progress beyond “monitoring”? Whether they got an MBA or hard-scrabbled their way up, who was there to tell them that their true calling is not to manage operational details, but to envision a better future for their entire team to work toward?

Growth is a choice. As a working entrepreneur at a consulting firm that our new team wants to see grow, I view my job very differently now. I see “management” as a limiting concept, one that implies controlling people and processes to accomplish defined goals. Leadership is about influencing, motivating and inspiring – a more abstract discipline that unlocks people’s potential and replaces finite goals with infinite possibility.

Many entrepreneurs are happy doing the same thing every day. But if you truly want to grow your business, you have to decide if you’re a manager or a leader – and then develop an executive team with the skills you lack.

This is harder than it sounds. When you start as an entrepreneur, there’s rarely anyone beside you to depend on, tell you what you’re good at, or discuss new ideas. As your organization grows, you need people who will not only talk business with you, but dare to disagree. You have to be mature enough not just to delegate, but to understand that sometimes you are the bottleneck.

I realized this at 50. Now I wonder how things might have gone if I’d figured it out 15 years earlier. The sooner you recognize what you’re not good at, you can start building a smarter, more robust business.

After years in manufacturing, I teamed up with designer John Cardoso to build a marketing-consultancy specializing in design thinking. But we were limited by our own thinking – that we had to be the smartest guys in the room. Over time, we learned our insights could transform large organizations. But we believed we lacked the contacts and experience to open those bigger, global doors.

As we found the courage to think bigger, we realized that it wasn’t our strategy that had to change but our culture. Culture humanizes corporate strategy, by clarifying relationships between an organization, its team members and customers.

So we changed our structure and culture to fit the needs of “A players.” We established ambitious goals for our company that would make high performers feel part of something great. We created a platform that enables talent to do the work they love, without grounding them in rules and red tape. As a result, we’ve suddenly been able to attract brilliant new talents who have re-engineered huge organizations and launched game-changing brands.

The secret? I’m not “running things” any more. We give people clear goals and freedom to make their own decisions. We found a COO to monitor the company, freeing me to focus on supporting our talent, and enhancing our culture of learning and personal growth.

Our philosophy is “manage daily, lead always.” We actually created more meetings – but the goal isn’t to check up on people. Our group leads meet regularly so they can build relationships, support each other, and solve problems together.

Does that sound too “soft?” We’ve discovered that collaboration is a competitive edge. In today’s world, consultants don’t have all the answers. Breakthroughs come from working with clients, building trust, developing empathy. Our culture, you see, describes not just how we work internally, but how we create value for our clients. That’s alignment!

There’s nothing soft about culture. There are now tools to measure it, to ensure your culture is creating the dynamic organization you want. Our business is such a believer in a made-in-Canada tool called OGI – the Organizational Growth Indicator – that we have now become certified OGI practitioners. This newfound ability to measure organizations’ intangible assets has already won us new clients.

Disrupting your own company can be tricky. It’s a leap of faith, emotionally and financially. But it’s an investment in the future. By taking this risk, we’ve discovered our own formula for generating growth: running the business “one half-person over capacity”. This gives you the freedom to develop ideas and win new business.

Most entrepreneurs borrow money to invest in equipment or other tangible assets. But investing in human capital is one of the best ways to stay relevant.

How do you keep world-class people happy in your business? It comes back to culture: the values and attitudes that shape how you interact and kindle each other’s energies. We’ve built an inclusive culture of openness and sharing. We welcome ideas and risk-taking. When you genuinely respect people and help them succeed, they will support you and each other.

As a business owner, you’re creating a culture whether you intend to or not. Make sure the culture you’re encouraging is the one you need to achieve your highest goals.

Ken Tencer is chief executive officer of design-driven strategy rm Spyder Works Inc. and the co-author of two books on innovation, including the bestseller Cause a Disturbance. He holds the Institute of Corporate Directors certification (ICD.D). Follow him on Twitter at @90percentRule.

Organizational Growth Indicator (OGI*)* *Source: Connective Intelligence Inc.

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Igniting mid-market organizations with world-class thinking.

KenQuote_Image1For over 25 years, Spyder Works has developed design-driven strategies to help our clients move past their time consuming ‘front burner’ issues and develop clear, implementable steps to accelerate profitable growth.

Designdriven strategy integrates leading edge business thinking with customer- centric design thinking. This key differentiator helps organizations generate and translate powerful ideas into usable solutions that reach and impact their customers.

Organizations come to us at the point of change: a drive for sales, facing Increased competition, shifting brand or consumer perception, identifying and implementing new opportunities or unblocking cultural or operational bottlenecks, our team delivers powerful, holistic business thinking. We draw on first-hand experience at tier one consultancies and leading international corporations managing brands and divisions with full P&L responsibilities. We are creative and design thinkers, intrapreneurs, entrepreneurs and academics. Our team’s diversity and collective expertise and experience uniquely position us to provide a distinctive approach with both flexibility and speed.

At Spyder Works, we assist our clients in overcoming their most pressing strategic and tactical challenges in the areas of innovation and intrapreneurship, brand and customer experience, marketing and channel management, organization and operations, and learning, culture and leadership.

What needs to be true to drive your organization’s success?

Spyder Works approach and team provide creative and pragmatic thinking to enable you to build intrinsic value through improved skills, tools and processes that support critical decisionmaking.

Spyder Works. Small Steps. Epic Journey.

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Will We Ever Learn?

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In today’s fast-changing world, we tell ourselves that learning is the most important skill anyone can develop.

Why, then, don’t more organizations encourage their employees to embrace continuous learning?

We’re living in an era of disruption. Yesterday’s print co-ordinator is today’s SEO expert. Bank tellers are financial consultants. Executive assistants are now project managers. And who knows what new skills and outlooks we’ll have to learn next!

Most companies now know they have to change, quickly and constantly, to adapt to new opportunities, technologies and consumer behaviors. But the people who will actually transform these organizations, from the front lines to the executive suite, aren’t getting the tools they need to embrace and lead effective change.

Yes, I’m biased. I’ve spent 25 years helping organizations raise their people’s performance levels through strategic learning and development. I’ve seen companies evolve from offering rote, task-oriented training (with titles such as “Effective Customer Service,” or “Excel for Non-Accountants”) to creating whole libraries of self-guided content that focus not on tasks, but on professional habits and attitudes.

Most organizations, however, still see “learning” as “skills training.” And while they might insist it has always been a priority, “training” has usually been seen as a low-impact, reactive cost centre. So it comes as no surprise that most businesses lag when it comes to helping employees learn the new attitudes and perspectives they need to become agile, creative contributors in the changing digital workplace.

Today’s business world demands that employees, managers and executives all understand and embrace new tools, techniques and models for creating business success. Growing emphasis on innovation, time to market and error-free service requires that all staff know how to create ongoing, exceptional value for customers, and remedy problems on the fly. But you can’t pick this up in a “lunch and learn.” Organizations today have to make perpetual learning, at all levels, an ongoing priority.

We can’t afford to get this wrong any longer.

In 1990, MIT systems scientist Peter Senge wrote The Fifth Discipline, a book that explored businesses’ need to become “learning organizations.” His logic was flawless: As businesses become more complicated, management must move beyond skills training to personal mastery – a discipline that includes clarifying and deepening one’s personal vision, focusing one’s energies, and developing patience. Then, said Senge, business must go several levels deeper and focus on building shared vision, emphasizing team learning, and adopting systems thinking.

Unfortunately, few businesses mastered these new ways of tapping employees’ full creativity and engagement. Which explains in part why aggressive young companies such as Amazon, Google, Facebook and Tesla now have so many established industries on the run.

As more and more companies face the challenges of technological and market disruption, senior management has to try again. True leaders must take over the file for organizational learning. What’s the point of developing a bold new strategic plan if you don’t invest in the learning and the culture that will enable employees to carry it out?

At Icicle Learning, we work with C-suite executives to develop custom-learning solutions. Whether you are rebranding, striving for innovation and intrapreneurship, or gearing up for tough new global competition, we use applied learning to support your whole team with new tools and new ways of thinking, focused directly on your changing needs and strategies. This increases employees’ resilience and buy-in, making your transformation more solid, successful and enduring.

When companies embrace perpetual learning, anything is possible. You can turn on a dime, innovate, and delegate. You can explore new frontiers with confidence. The sky is the limit because you are constantly building and reinforcing alignment, resilience and trust.

In the weeks ahead, I will be writing more posts on this topic, giving examples of the transformations I have been involved with, and outlining the steps you can take to master business renewal. It starts with one idea: your employees are partners in change. They want to know what the next step is, and how they can help.

Don’t let them down.

Next month: The Challenge of Innovation: Why learning must become an essential part of corporate strategy.

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