Page 12 - index
P. 12
TION
creativity, non-traditional, evolution, and integration become key may have paid an abysmal amount of attention to the intentional INNOVA
drivers that inform a leader’s ongoing professional development creation of a specifc organizational culture that cultivates such
and organizational relevance (Friedman, 2007; Schein, 2010). things as engagement, leadership, creativity, entrepreneurial
Despite the fact that many leaders have been conditioned to rely thinking, or the capacity to thrive in periods of disruption and
on the skills and tools they acquired on their way to their current discontinuity (Brown, Chheng, Melian, Parker, & Solow, 2015;
positions, in today’s world of organizational leadership combined Schein, 2010).
with cultural disruption and discontinuity, there is never a time For many leaders, addressing culture creation is an ambiguous,
when leaders stop developing and deepening their leadership nebulous, and amorphous task better lef alone. As Schein
portfolio. We need secure and confdent leaders who have a (2010) rightly commented, “culture is an abstraction” (p. 7). Te
clear sense of their own identity and evolving expertise, know reality is that culture can and must be intentionally shaped by
how to work with others, and embrace disruption and crises as leaders who seek to change the way their organizations operate.
opportunities to move their organizations forward. In our VUCA context, many of the types of cultures to which
PRACTICE 2: Making Culture the Priority we are accustomed will no longer be sufcient to maximize the
strengths and harness the creativity of people or organizations.
In the just released Deloitte’s 2015 Global Human Capital While creating culture in a High-Tech Startup is ofen lef up
research, which involved 3,300 surveys and interviews with to the discretion of the founder or co-founders, changing the
business and human resource leaders from roughly 106 culture of an established organization is much more challenging
countries, building a culture of engagement emerged as the and complex. Leaders must begin by defning a forward-titling
highest priority for organizations. Most readers will, no doubt, vision of the organization (Schein, 2010, pp. 305-306) that
agree that an organization’s culture is tremendously important. considers the new realities of disruption and innovation. Te
What may also be apparent is that many organizational leaders vision must then be operationalized by core values that use
10 LEADERSHIP Vol. 21.1 Spring/Summer 2015
Client: The Chair Academy Job: CHAIRAcademy_Journal_20.4 spring/summer 2015 Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • goldfshcreates@q.com
creativity, non-traditional, evolution, and integration become key may have paid an abysmal amount of attention to the intentional INNOVA
drivers that inform a leader’s ongoing professional development creation of a specifc organizational culture that cultivates such
and organizational relevance (Friedman, 2007; Schein, 2010). things as engagement, leadership, creativity, entrepreneurial
Despite the fact that many leaders have been conditioned to rely thinking, or the capacity to thrive in periods of disruption and
on the skills and tools they acquired on their way to their current discontinuity (Brown, Chheng, Melian, Parker, & Solow, 2015;
positions, in today’s world of organizational leadership combined Schein, 2010).
with cultural disruption and discontinuity, there is never a time For many leaders, addressing culture creation is an ambiguous,
when leaders stop developing and deepening their leadership nebulous, and amorphous task better lef alone. As Schein
portfolio. We need secure and confdent leaders who have a (2010) rightly commented, “culture is an abstraction” (p. 7). Te
clear sense of their own identity and evolving expertise, know reality is that culture can and must be intentionally shaped by
how to work with others, and embrace disruption and crises as leaders who seek to change the way their organizations operate.
opportunities to move their organizations forward. In our VUCA context, many of the types of cultures to which
PRACTICE 2: Making Culture the Priority we are accustomed will no longer be sufcient to maximize the
strengths and harness the creativity of people or organizations.
In the just released Deloitte’s 2015 Global Human Capital While creating culture in a High-Tech Startup is ofen lef up
research, which involved 3,300 surveys and interviews with to the discretion of the founder or co-founders, changing the
business and human resource leaders from roughly 106 culture of an established organization is much more challenging
countries, building a culture of engagement emerged as the and complex. Leaders must begin by defning a forward-titling
highest priority for organizations. Most readers will, no doubt, vision of the organization (Schein, 2010, pp. 305-306) that
agree that an organization’s culture is tremendously important. considers the new realities of disruption and innovation. Te
What may also be apparent is that many organizational leaders vision must then be operationalized by core values that use
10 LEADERSHIP Vol. 21.1 Spring/Summer 2015
Client: The Chair Academy Job: CHAIRAcademy_Journal_20.4 spring/summer 2015 Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • goldfshcreates@q.com
