Intentionally Intentional
Want to Exceed Expectations? Create Healthy Culture and Cast Aspirational Vision
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When cultures are not what they need to be, often names are attached to the reasons why that is. If you do not have the will to make hard, even decisions about who should remain on the team when it becomes apparent that they are part of the reason the culture is not what is needed, do not embark on a journey such as the one discussed here. Why? A well designed and intentional process created to identify, define, and operationalize all types of behaviors and expectations regarding how the organization is to perform will identify those who either cannot or will not become champions of the effort. Championing the effort is expected of every leader. Those that could not or would not do so would be better served and could serve better by finding a place more in line with their expectations and beliefs. More importantly, when the process clearly identifies the problems and leadership does not take the necessary action to deal with the problems, you can find yourself in a worse place than if you had just continued to do nothing regarding culture development. Those that are on board and achieving at high levels can become disincentivized by having to do the work of others, having to create work arounds to deal with underperforming and untrustworthy people. The high performers often look for a more courageous place to serve, a place where people are free to do what they know to do and where people are held accountable to perform. So, one day you will wake up and realize your best and brightest no longer work for the organization. They had options and decided to take one of them. And who is left? The people who have fewer options to go elsewhere. This group almost always includes those that were identified by the process as not being a fit for the organization, who refused to improve, but were allowed to stay. Alternatively, when the decision is made to help someone exit the organization who has been the cause of some of the disfunction, sometimes intentionally so, two things will happen. First, you will almost audibly hear your building, organization exhale. People will realize they no longer have to create work arounds for ineffective co-workers. They will no longer have to ensure toxic behaviors. Second, team members will knock on your door wanting to ask you, “What took you so long?” Even so, you will be left with a much healthier organization, one that can refocus on what it exists to do rather than one that is in a cultural quagmire.
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About the Book
Intentionally Intentional illustrates the necessity to grow a healthy culture and cast aspirational vision, both elements essential for organizational success. The necessity to have such an environment may be no more evident than when a crisis knocks at your door. Clay uses storytelling from firsthand experiences to communicate how a healthy organizational culture that is actively involved in delivering results associated with an aspirational vision not only moves the needle in the intended direction each day but can also help a community heal following an unforeseen crisis impacted every area of the community, including the organization itself. Practical steps regarding both culture development and vision casting are accompanied by real-life stories and anecdotes that bring the issues involved to life. A crisis endured by one organization reveals how important it is to develop a great organizational culture before crisis arrives as it will show up and help the organization heal while remining in- tact to deliver services every day. And if you do almost anything long enough, crisis will show up at some point. Better to be prepared and able to deal with it in the moment rather than having to invent it under pressure.