Listen: 3 Ways To Talk Your Way To A Stronger Culture
"Welcome Marlene Chisholm. Thank you so much and yet and I WANNA say welcome to Oh you. I'm really excited to be here with you. Know what kind of a commitment that takes in today's time very difficult to live program so I hope I if you the value and it was worth it so we titled. This three ways to talk your way to straughter culture well. If it was really that easy I'm going to give you some language though and and some techniques that you can use today because I believe that it needs to be practical so you've heard the saying watch your thoughts they become your words and in heard watchwords they become your behaviors and watch your behaviors because they become your culture her and you know there's been some definition of culture that it's all about behaviors however when I was working with bad some of the experts writing my last book no drama leadership it's really more than behaviors inch really about shaping culture and behaviors just just being a part of that so the real question that we're here to consider is how leaders shape culture well we shave culture through thoughts words and behaviors it really. WanNa be clear to that. It's not just about leadership in it's not just about thoughts words and behaviours although that's the scope for today and just want to say very briefly that there are many influences that that come into play when we talk about culture and one of those that was brought to my attention was by Dr Edgar Shine one of the the the best the most well-known leaders in culture the MIT sloan professor just a genius when it comes to culture and when we were talking about my book look and I was seeking his endorsement he said you know it's the way we do things on the inside and get along so that we can produce results for the outside so in other words we have the internal influences of external so today we'll be talking mostly about those internal influences. That's the leaders can actually take action action on so I I WANNA share with the foundation that is it every single bid of my work in every single book. It's something that I share workshops at something I do in speaking engagements because it helps people to get a visual framework of how look at the ways that we achieve results and and the barriers that come into play when we're on the on the journey of it achieving results so this is a new language that I often referred to in workshops call the language of the island and the ideas that were always trying to get from point eight point beasts. He's seen the little guy in the rowboat you see that island and that. Little Robo can represent just you as your as an executive you as a leader origin represent your entire team so this is useful no matter what your what your roller your title or always he's trying to get to what I call. The island called peace and prosperity so you could call that your prophets your revenue goals your end of the year you're in the quarter goals nonetheless we refer to it as getting to peace and prosperity because there's only one reason we want anything and that's a cause we're going to have a sense of completion and peace about it or windex index and in some ways either revenue or personal growth so we're always trying to get to peace and prosperity but then we have an obstacle in the obstacle as you can see the shark and in my body of work. I talk about drum a lot. I've written a lot about drama but I used drama in a different way than what we typically think of it so oh my definition is that drama is any obstacle to peace and prosperity so wherever we're trying to go there's this drama this something that stands in the way on the middle level management arena what I see from those that her in that level or those that are leaders over that level. We see a lot of relationship problems. We see that someone won't get the work done or we see complaining and gossip is that relationship issue becomes drama or it becomes the personal issues that employees have and the reason why there late at work or the reason you're having turnover. There's a lot of obstacles that come up that keep you from getting into peace and prosperity and so I often ask in workshops. I asked the audience to ask you. How do you know someone's drama is when I pause for a moment. How do you know what someone's dramas doesn't matter what their level well. How you know is that they talk about it because we human beings cannot help talk about whatever bothers us and becomes this becomes my shark my shark but you don't understand my shark and as you can see the more we focus on the problem the bigger the problem gets and we then become enmeshed in a problem oriented way of thinking instead of an outcome instead head of thinking about what do we want to create and so what happens is we have these sharks and the cultural issues include both visible and the invisible and I talked about some of those visible just a moment ago how it shows in relationships the office drama the backstabbing the gossip the power struggle struggle that happen but it happens on a major level in major organizations or seeing a lot of visible drama and politics right now and jokingly people used to say well. No no wonder we have a lot of drama. We have a lot of women in our department and then I jokingly say well. My next book is going to be called men and have drama too because all you have to look sports and politics into much bigger form of drama but the point that I make is that we all have obstacles to our growth and to you the the bottom line to the end results about. We're GONNA look at both the visible in the end this because I think it's really important to understand that what you're seeing being on the surface may not be the facts and the reality is just what you're seeing on the surface and so the question then becomes how do these obstacles does. How does drama manifest well in the workplace. You're going to see that manifesting communication relationships with their bats with your clients your patients your the customers your employees the productivity levels you're going to be able to measure it on some way you're gonna be able to see observable behaviors and observable results but on the bottom level on the invisible realm where the drama and we're the cultural issues are really. I guess Redid or where they are unseen. It really has to do with the thoughts emotions beliefs and decisions and that's really becoming a big part of my work right now is to help leaders gain that clarity on what thoughts when emotions what belief sweat decisions are driving these cultural issues and that's outside of the environmental environmental and legislative impact that we have regarding culture so I also have a little test ask people. Do you think it's really important to had drama in the bud as you can see us a lot of analogy. I use a lot of pictures because I want people to get out of their logical thinking mind and into more a picture type of mindset you can clearly see what's really going on and there's cultural issues and of course everybody agrees yes. We should drop it in the bud. Well that is a trick question because if you drop in Nevada it's as if you have a field of Dandelions and you clip off the bloom and underneath you have a root system awesome and the next year you have a field full of Dandelions so culturally how we often nip in the bud instead of getting to the root is that we move if someone to a different department and I've heard this even at very high levels while they have three years to retire and we just can't let them go. We have to kind of ride this out milkis out until the retire or we play a lot of games like we're. GonNa show them who's boss and make their job very difficult until they voluntarily quit. This creates a culture of mistrust. It creates a culture of drama and this avoid into we're gonNA talk about this later. I'm also willing to share with you how identify roots and poetic so this is kind of a layered approach to to talking about culture so I'm going to answer the question. You know where we're going in the presentation. HOW LEADERS SHAPE CULTURE is to clarity connection and conversations and that wasn't on purpose that I have the three Cs but I absolutely loved the way it sounds. I loved the way because it's easy to remember so if you just start to think throughout this presentation I as a leader or my executives as we're running the company. Here's the three freeways that we are shaping culture. Perhaps without even knowing it. It's in clearly it's in our connections and it's in our conversations so that's. GonNa be the remainder of what I talk about but as well as the root systems always present because what she see the roots of drama and the obstacles that prevent you from creating the culture that you say that you want awed you now have that piece and you also have the the clarity connection in conversation piece which you can then design some sort of a initiative. You should have a program a training a leadership development so that you can consciously create your culture instant of leading it. It ran a chance so the first apiece is that we need to get clear and clarity is a big part of my work. It's it's been something that's been part of my own development. I have struggled with clarity in my own career path and developing my consulting practice and the good news about that is because I understand it. I'm really compassionate about it and we do not need to fear the lack of clarity bet. We need to understand the distinction of where we're clear and we're we're not because I I root of. All drama is a lack of clarity. Now I talk about this a lot and I'm gonNA give you resources along the way that you can jot down. You're more than welcome to email email me afterwards as well. This gives you other places to look for some of this content on a deeper level so in the first Book Stop Workplace Drama published by Wiley that this was a premise that I've used throughout my career. I use it in my life because it's a it's a universal principle that in all drama there's always a common route and the first rate is is a lack of clarity so here's the thing that you should know about that. In all drama there's lack of clarity and then the second component of this is the one with clarity always navigates the ship now. The reason I have that piece in is that I have worked in you know years ago I work. It's a lot with middle level managers. They were growing and as as the counties were developing their their leaders they would ask me to come in and do some you know frontline line or like middle level leadership training and the questions would come up. You know I've got a pasta or I've got at Queen Bee. I've got this person truly difficult the cult to to handle and so I would ask the question why does I'm they give what they do and the and the answer is will because it works so if you're not able to guide your team if you're not able to create that cleberation there's someone who knows what they want more than the leader and so the woman's clearly always navigates the ship so if you are in the boiler room shoveling coal so to speak it means. You're not on the top neck. NGOs lost your vision. It's means you've lost clarity but here's the good news and I love the refer back to every common coaching. Someone in the problem seems overwhelming every time I've doing a strategy session and it seems like Sony Parts and pieces I just say site at myself and I"