Céline Williams is a culture engineer, business strategist, speaker and founder of reVisionary.
To offer your own advice, call Zak @ 844-935-BEST
ZAK: Whether you are a boss or hope to one day be a boss, I think today's advice from an executive coach is essential. I feel like most people I talk to are pretty disappointed with the culture at their work. If you have any thoughts about why you think that is...that it's so widespread that people are dissatisfied with the way their workplaces run. CELINE: I think it's because most leaders and most organizations are really attached to an old paradigm of how things work. Partly because for some organizations, that's how it worked for them 15 or 20 years ago and we have lots of large organizations and small organizations that are attached to an idea that was effective 20 years ago or 30 years ago or 50 years ago and that's not the case anymore.
ZAK: So say there's a boss listening to you right now...what's something they might try tomorrow when they go into work to start shifting things?
CELINE: Well first and foremost, ask your people what their experience of the culture is and actually listen. I, I often talk about culture iceberg which is that the leaders are at the top of the culture iceberg and they are where 5% of the reality of what is happening in their organization. And middle-management is lets say aware of 30% of it and then you get down to the front-line workers and they're aware of 100% of it. So what often happens is we run on assumptions. We are human beings who like assuming things and who like to create categories in our brains cause that keeps us safe, so we assume that our experience of the culture is the same as someone else's and leaders are especially bad at it because often leaders see the positive things more than the negative and so the first and easiest thing a leader can do is go in and ask their people, ask their direct reports, ask the people underneath those people...but talk to people about what their experience of the culture is and make it safe for them to say, this sucks and here's why. Make it so that there's no fear for them to actually tell you the truth of what they're seeing and that, when you have that information and that data you can actually do something with it. Otherwise you're trying to make changes on assumptions. And we all know what happens when you assume.
CELINE: My name is Céline Williams. I'm the founder of reVisionary and I'm an executive coach and a culture strategist.