Building a Culture for Success

March 18, 2014 by  

In order for any business to be successful it must first start with Effective Leadership and include a commitment to the development and maintenance of an internal architecture that fosters autonomy, mastery, and purpose.
I The leader sets the tone for an organization so they must be:
1. Effective Communicator: clear, open and honest and must practice active listening in order to establish strong, lasting relationships and understand the needs and concerns of your people…who are your most valuable asset.
2. Forward looking in their approach to business: in order to be open to new initiatives and opportunities and willing to take risks. Open to suggestions and innovations.
3. Competent: able to do their job well
4. Honest: the basis for respect, trust and rapport
5. Inspirational: elicit enough curiosity so that people would be willing to follow you just to see what you are going to do and where you are going
6. Intelligent: show decisiveness, pragmatism, and knowledge, people need to feel confident that the leader steer the ship well
7. A Mentor: leaders must be willing to share expertise and guide their teams to higher levels of performance by leveraging their gifts and offering opportunities for advancement and the acquisition of improved or greater skills.
8. A good Delegator: knowing to whom and what to delegate is essential, as the best leaders delegate the most.
9. Accountable and reliable: speaks to honesty, but people need to know that when one says they will carry out a promise, they do it! Once trust is lost, so is credibility and both are very difficult to rebuild.
10. Exemplify your aims and goals: the leader must walk the walk not just talk the talk because if he/she does not model their philosophy and approach why would the rest of the organization do so. We get the behaviour we tolerate, so if we commit to an environment of respect, support, encouragement and acknowledgement, we must practice it!
II Culture is established within the vision of the leader and he/she must strongly commit to its development and maintenance. It should employ the following principles:
1. Autonomy: assigning the job not the tasks. In other words, allowing the team member to do the job their way. When they are empowered to do that they feel more self-confident, a higher level of self-esteem and will likely rise to the occasion and fulfill their role with high achievement. Certain parameters may be outlined and a time line will likely be provided however, no micromanaging should be exercised.
2. Mastery: providing people with the opportunity to improve the skills they have, and/or offering them the chance to expand their knowledge into new areas, shows support, encouragement and respect. The employee will feel appreciated and valued and realize that new prospects may arise due this expansion of their talents.
3. Purpose: when autonomy and mastery are offered to employees they feel supported and encouraged. These emotions often engender loyalty and help to develop an inner purpose or drive which becomes motivation to achieve more for the company. They are usually happier and when that is evident productivity, efficiency and creativity increase…all are good for the bottom line!

Organizations which espouse this sort of respectful, supportive, acknowledging culture will have a higher happiness factor, less turnover, more innovation, and less down time. The end result will be a results oriented work environment that people like to contribute to, enjoy working in and will therefore perform at a higher level.

Remember: Leaders light the way, if they are not committed to building and maintaining this sort of corporate culture, it will not happen! However, if they are, the business will grow and flourish and enjoy a successful and long term existence.