Jerry’s Blog

Is there room for change in you organizational culture?  I hope so, because building great cultures is about recognizing the need to change, selecting the right changes and effectively implementing those necessary changes.

In an earlier blog I pointed to the three things great organizations do well:

1. Consistently produce outstanding results
2. Attract, motivate and retain top talent
3. Successfully adapt to changing conditions

How does your culture stand up to those standards?

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It’s important to understand that workplace cultures are created in one of two ways:

1. Through conscious decision making by leaders who correctly assess the needs of their organizational cultures and make the changes necessary to lead their organizations toward their full potential.


2. Through unconscious neglect

Either way, you’re  going to have an organizational culture.  The question is, how good will it be?  I have proven many times that every leader has more than enough latitude and plenty of resources to dramatically improve their organizational cultures if, they know how and are diligent in doing the things necessary to build great workplace cultures.

Great workplace cultures really do pay.  Take Southwest Airlines for example.  By any measure, Southwest Airlines is almost always number one:

– Profitability
– Competitiveness
– Productivity
– Customer service
– Safety
– Stock appreciation
– Employee Satisfaction

The reason for all of these successes is primarily found in the strength of their organizational culture.  And it runs from the top to the very bottom of their organization.  As an example, the baggage handlers working under the airplanes all have their own balanced score card that spells out their key, personal performance measures, tracks their performance on those measures and ties them to the financial measures of the whole corporation.

Unfortunately, instead of focusing on a proven process that works year after year, too many leaders are looking for the ‘magic bullet’; the special process that will create the results that will make their organizational culture a ‘real winner’.  They try this process and then another – the program of the month or  year.  That’s just like twisting on the Rubik’s Cube, expecting it to magically resolve itself.

In the coming weeks and months, we will be revealing a proven workplace cultural renewal process (the Visionomics Process) that has demonstrated outstanding results year after year in many, many organizations.  Stay tuned, look at my blogs and vlogs, get and read Making Culture Pay – Solving the Puzzle of Organizational effectiveness.  Take the free One Page Cultural Assessment that free at and begin to understand the strengths and weaknesses of your present workplace culture. See you soon.

Today, more than at any other time, a company’s long-term survival requires a strong and adaptive organizational culture that inspires the loyalty of its customers, nurtures pride within its workforce and thrives on the dynamics of change.

Success means being able to take advantage of new technologies, such as the Internet, keeping pace with expanding knowledge at the cutting edge of your industry and adroitly changing your products and services to match the shifting needs of your stakeholders.

Great organizational cultures don’t just happen. When I use the term “great organizational cultures,” I am referring to organizations at all levels that consistently:

– Produce outstanding bottom-line results

– Attract, motivate and retain top talent

– Successfully adapt to changing conditions

While there are no perfect cultures, those that expect to be around for the long haul have to be strong in each of those three key areas.

Organizational success is a continual process of renewal. Leaders at every level must be involved routinely in assessing the strengths and weaknesses of the organization, weighing them against the six critical elements of high-performance workplace cultures.

Such crucial assessments will lead to specific strategies and initiatives that guide efforts continuously, at all levels, to produce outstanding bottom-line results, attract, motivate and retain talent and thrive on change. An essential key in this effort to build a highly effective culture, and subcultures, is knowing where to begin.

Twisting the Cube

No matter how extraordinary we think our culture is, the ultimate measure of its continued success is how well it serves the expectations of all its stakeholders. Developing the human power of the organization drives its financial capital. It is not by nurturing the bottom line that we build high-performance organizations. Rather, it is by nurturing our organizational cultures and subcultures that we build the bottom line.

To sustain success, people need to be excited by the challenge of strengthening their cultures by consistently assessing where they are today and where they want to go. You want champions of culture, in every leadership role, committed to creating outstanding places to work.

An enterprise can’t just declare what its culture is and expect its employees to embrace it. That makes culture a meaningless word. To build strong, adaptive cultures, associates have to feel viscerally motivated to be a key part of everything going on around them.

While there is no one-size-fits-all culture, you can increase the potential for people buying into the effort to develop a positive culture by communicating to them how they are integral parts of the desired changes and how they will be rewarded for their contributions and commitment.

But management often fails to communicate clearly how the changes will benefit the stakeholders as well as the organization. Because the stakeholders don’t understand their roles, they often cling to the status quo — even to their complaints. The stakeholders want to know, and have a right to be told, “When we get to this better place, here’s what’s in it for you.’’

We all want stakeholders to share our vision for the future. So it can be discouraging to return from a seminar, for example, all excited about the latest trend in building quality organizations and be received by your associates with stony faces and glazed eyes.

The problem is that when you come back and talk about these new ideas that supposedly will make everyone happier and make the enterprise more productive, the associates may hear something all-together different: “Management has found a new way to make us do something we don’t want to do.” Why? You didn’t involve their input as stakeholders in developing the proposed changes.

In many organizations today when things go wrong, someone suggests, “Let’s try this or that new model” — the so-called management flavor-of-the month approach.

It’s like trying to solve the Rubik’s Cube by just twisting on the cube and expecting it to be resolved.


It takes more than just twisting on the cube to solve the puzzle of building high performance organizational cultures.  This all-to-often approach simply tries to solve the puzzle of culture by twisting on the cube and hoping that all the pieces will come together, leading to dramatically improved results. But just as the puzzle isn’t solved that way, culture doesn’t work that way either.  Please join us in the coming weeks to learn about a proven model for building high performance workplace cultures and/or subcultures.

Understanding the changes around us and how to change our workplace culture is critical to maximizing the potential of our own organizational culture.
Great workplace cultures don't always start at the top of the enterprise. Every leader, in any viable enterprise, has more than enough latitude and all the resources they need to build a far more productive workplace culture if they know how and are dedicated to executing an effective workplace cultural renewal process.
Most leaders don't think much about organizational culture or they consider the matter to be a 'soft subject'. In reality however, as Peter Drucker suggests, "culture eats strategy for breakfast". It is really the heart of organizational effectiveness.