![]() ![]() The only question is whether you do it by design or by default. Whether we like it or not, leaders are, by definition, cultural architects. Constantly reinforcing that example, they earn the credibility to hold others culturally accountable. When leaders engage in those behaviors themselves, the normalization of deviation spreads quickly until the organization becomes dysfunctional and people begin to flee.Ĭultural architects, on the other hand, model inclusion, engage in micro-coaching, and demonstrate learning agility. When leaders condone or tolerate cultural violations, those violations become the norm. ![]() Those patterns reflect leaders who don't practice cultural accountability. Where there is no cultural accountability, the organization slides quickly into chaos.Ĭonsider any organizational culture that features patterns of bullying, harassment, or public shaming. Andrew Cuomo of New York, one victim testified “He was surrounded by people who enabled his behavior.” Keep in mind, if the leader sets a toxic tone and you do nothing, you’re complicit in that toxicity. In the sexual harassment scandal engulfing Gov. Many leaders don’t know how to motivate and influence those they lead, so they use power tools (coercion, fear, and intimidation) and tricks (manipulation, deception, and lies) to get what they want. They hold others accountable not only for their results, but also how they get their results. Cultural architects practice cultural accountability. They recognize that asking a good question catalyzes the inquiry process for everyone.īehavior #4: Cultural Accountability. Leaders who exhibit learning agility lead more through questions than answers. You know competitive advantage is perishable, that yours is melting, and that the only question is the rate of the melt. ![]() A learning agility mindset is forged in the furnace of disruptive innovation. Or you may be more of a public learner that likes to think out loud, a verbal processor that thrives on dialogue and open collaboration. For example, you may be more of a private learner who needs time alone to reflect and crystallize your thinking. Based on your personality, you may have learning style preferences. Your learning disposition pushes you to explore and experiment. But it’s the way you do it that matters so much you’re aggressive, self-directed, and collaborative. You’re a fellow traveler and you’re learning your living like the rest of us. You’re leading discovery, not just advocacy. If you're a cultural architect, you're asking your colleagues to learn with you. Anything less will reward you with gradual and then sudden irrelevance. Learning agility is the process of learning at or above the speed of change-both individually and organizationally. You can’t do that without creating a continuous connection through microcoaching.īehavior #3: Learning Agility. Organizations often aspire to create “feedback-rich” environments. As informal, unscripted, impromptu interactions, they provide encouragement, direction, and correction in the moment of need. These bite-sized, short burst, encounters usually don’t last more than 10 minutes. Thus, the shift to micro-coaching, enlists people in frequent, brief, targeted, in-workflow coaching conversations. If we need rapid iteration on products, we need rapid iteration on humans. It’s not necessarily spectacular, but it’s memorable and registers deeply because it's the purest and most satisfying form of human validation.Ĭonsider the Agile movement in software development. For example, if a leader greets you with genuine concern, unencumbered by conscious or unconscious bias, looks you in the eye, calls you by name, gives you undivided attention, and shows you uncompromising respect, you’re in the presence of a leader. When a leader has tolerance for bullying, harassment, or public shaming that is more than zero, the environment will likely turn predatory.Ĭultural architects, on the other hand, affirm and protect the identity, physical and psychological safety of others. Pervasive fear is the first sign of failed leadership. If it’s expensive to be yourself in their presence, you’re not in the presence of a leader. They must demonstrate an abiding conviction that all human beings are created equal. Leaders in this decade must be walking, breathing, thinking, feeling examples of inclusion. ![]()
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