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Offers a framework with which to improve workplace culture while maintaining everyday tasks.
List of contents
Foreword xi
Acknowledgments xiii
Introduction xv
How Did I Learn about Organizational Constitutions? xvii
How Is the Book Structured? xix
Chapter 1 What Is an Organizational Constitution and Why Do You Need One? 1
What Is the Condition of Your Team or Company's Culture, Right Now? 3
The Concept of Perfection 8
How Civil Is Your Workplace? 10
Who Is in Charge of Culture? 12
Create a Pocket of Excellence 14
An Organizational Constitution Is a "Disruptive Technology" in Your Workplace 16
The Performance-Values Matrix 20
The Costs of Measuring Only Performance 23
How Does an Organizational Constitution Help Your Company, Department, or Team? 30
Client Impact 32
Your Leadership Legacy 34
Chapter 2 It Starts with You 39
Clarify Your Personal Purpose 43
Clarify Your Personal Values and Aligned Behaviors 46
Define Your Values 48
Add Observable, Tangible, Measurable Behaviors to Each Value 51
Your Values, Definitions, and Behaviors 54
Formalize Your Leadership Philosophy 56
Key Elements (Present Day) 60
Desirable Outcomes (Future State) 61
Live Well to Serve and Lead Well 63
Servant Leadership Is the Foundation 67
Chapter 3 Clarify Your Organization's Purpose 71
What Is an Effective Purpose Statement? 74
Communicating Your Company's Reason for Being 78
What Is Your Team or Company's Actual Purpose? 79
Humans Are Drawn to and Inspired by Great Purpose 81
Crafting a Compelling, Inspiring Purpose Statement 82
Chapter 4 Define Values in Behavioral Terms 89
Why Do You Need Values Defined in Behavioral Terms? 91
Your Beliefs May Not Be Aligned 93
Build Your Values Foundation on Behaviors 94
Step-by-Step Guidelines for Creating Valued Behaviors 97
Define Your Values 102
Include Observable, Tangible, and Measurable Behaviors for Each Value 105
Your Values, Definitions, and Behaviors 108
Chapter 5 Outline Strategies and Goals for the Coming Fiscal Year 113
Five-Point Strategic Planning Wheel 120
Who Is in Charge of Communicating Your Business Strategies and Goals? 123
Measure the Right Things 125
Build a Draft of Your Team or Company's Strategic Plan and Goals 127
Chapter 6 Your Organizational Constitution Must Be LIVED 133
Engage All Leaders in Your Organizational Constitution's Implementation 135
Describe the Way 141
Model the Way 147
Align the Way 150
Contribution Management instead of Performance Management 151
The Values-Aligned Tribe Culture at WD-40 Company 154
Chapter 7 Gathering Formal Feedback on Valued Behaviors 163
Is it Responsibility or Accountability? 171
Crafting Your Custom Values Survey 174
Leaders Must Be Rated on Their Values Alignment First 182
Chapter 8 Dealing with Resistance 189
What Does Resistance Look Like? 196
How Must a Leader Address Resistance? 198
Chapter 9 Hiring for Values Alignment 203
How Do You Hire Today? 205
Before the Hire--Recruiting, Interviewing, and Assessing 207
After the Hire--Orientation and Integration 211
What if the New Hire Just Doesn't Fit? 216
Chapter 10 Don't Leave Your Organizational Culture to Chance 219
Long-Term Alignment versus Short-Term Results 222
Scoring Your Culture Effectiveness Assessment 222
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About the author
S. CHRIS EDMONDS is the founder and CEO of The Purposeful Culture Group, an organizational culture consulting firm. Since 1995, he has also served as a senior consultant with the Ken Blanchard Companies. Over the course of his career, Chris has delivered over 100 keynote speeches, authored or coauthored 6 books, and consulted for clients in almost every industry. He is an adjunct professor at the University of San Diego's School of Business.
Summary
An organizational "North Star," codifying valued behaviors for optimal performance The Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution.
