March 11, 2010
Interview with Fr. Spitzer
Even “Bulldozers” Can See the Value of Culture
In a recent Q&A column, Fr. Robert Spitzer said an organization can build a Level 3 culture if 20 percent of employees work toward that goal. In this follow-up interview, he discusses his own experience with culture change and describes different conditions that promote change or hinder it.
Have you seen a Level 2 organization successfully make the shift to Level 3?
Absolutely! I’ve worked closely with a number of organizations over the years, so I could actually see the transformation from the inside out. The most rewarding thing for me was hearing people say, “Since you’ve been associated with this organization, it’s a totally changed place,” or, “My manager is a better person now.” I’ve heard testimony after testimony like this.
Aside from the curriculum you use, what do the organizations that make a successful change have in common?
For an organization to really change, a couple of conditions need to be present. First, you need the support of the CEO, or at least the leader of the division you’re working with. That’s crucial. If the leaders are saying that culture matters and that a Level 3 culture makes sense, that gives you a huge advantage.
The Driver-Analytic has a propensity to move toward the vision and push toward goals like a bulldozer. And frankly, that’s me! That’s my attitude – to climb over any problems that get in my way. I had to learn the value of culture the hard way, but once I learned it, I learned how to make room for it in my thinking. |
It’s also very helpful to have a long-term relationship between the organization and people who understand the curriculum. To implement the curriculum successfully, you need more than a one-time blast. You need to go back and revisit it time and again. In my own experience, the longer I was involved with an organization, the more Level 3 it became. That’s because I provided the reinforcement to choose Level 3 until it became a habit.
That’s also why we’ve changed the way the Center structures its contracts with clients. We’re emphasizing a more continuous association rather than an intensive, one-time blitz of our curriculum. You need regular follow-up with our facilitators or your own facilitators to ensure the culture keeps moving in the right direction. And with the OCI [the Organizational Culture Inventory], you can see what your culture looked like when you started and measure your progress a year or two later.
What are the most common hurdles you see in organizations trying to reach Level 3?
Some of the hurdles come down to social styles and where various people are on the four-fold scale [i.e., Driver, Analytical, Amiable, and Expressive]. Leaders are often Driver-Analytics, and people with this style typically don’t see the value of culture upfront. They have to learn it piece by piece. The Amiables get it right away, and the Expressives also get it pretty quickly but they might get it somewhat superficially. Your Expressive-Amiables are usually in your HR department. (To be honest, if you get all Analytics in your HR department, they’ll be good at implementing rules but terrible at establishing a culture!)
If you’re working with a CEO who doesn’t understand the value of culture, how do you change his or her perspective?
When I’m working with a CEO who has a strong Driver-Analytic personality, I’ll say, “These are your strengths: You get a lot done. You think through things meticulously. You’re very good at creating a vision, selling a vision, and getting people to believe you. You’re doing a great job with your strengths. But what’s your shadow side? What are the things you need to work on?” And that’s when you can point to the value of culture.
The Driver-Analytic has a propensity to move toward the vision and push toward goals like a bulldozer. And frankly, that’s me! That’s my attitude – to climb over any problems that get in my way. I had to learn the value of culture the hard way, but once I learned it, I learned how to make room for it in my thinking.
Is it hard to persuade a “bulldozer” to make the same change you’ve made?
Sometimes, but I have an advantage. I’m the kind of guy they like. Look at who’s on the boards of the institutes I’ve started. I attract Driver-Analytics like a magnet because I like their mentality and they like my mentality. But the vast majority of these leaders have also learned the value of culture. I think we’re especially ready to talk to leaders with the same type of personality and explain the need to make room for culture in their thought process and decision making.
You always need to stop and ask, “How will this action affect the culture?” Is it worth it to make a decision that might improve your financial figures if that decision will also demoralize your culture? Once you understand the value of culture, you’ll do your best to avoid those consequences. You’ll see that a Level 3 culture is the strongest weapon you have in staying competitive.
Return to the Home
Last changed: Jul 01 2009 at 8:06 AM