Intentionally Intentional

Endorsements from Thought Leaders and Practitioners About the Importance and Impact of Culture and Vision

“Your culture is battle tested in moments of crisis. To learn just how this community navigated such a challenging chapter by leaning into its values and leaders was inspiring. As a citizen and business owner raising a family in Coppell, I’ve experienced firsthand the culture and values that make this city, its people, and its amenities so special. Reading this book helped connect the dots. Clay explains not just what great culture looks like, but why it matters and how to build it intentionally through vision, team growth, and leadership that elevates everyone.”
—Jason McCann, CEO, Vari

“All leaders strive for performance impact that delivers results. A much smaller number create institutional impact by shaping values and culture. The very rare leaders add a third level—structural impact—that equips the organization to flourish after the leader has gone. Clay Phillips is one of those rare leaders who operates at all three levels of impact. He shares the Coppell journey in this book full of practical wisdom. Read and study the lessons Clay shares. You and your organization will be better for it.”
—Randy Pennington, author, researcher, and transformation architect

“It is easy to have big ideas for what your organizational culture should look like. But it is hard to actually implement it in a real and sustainable way that authentically transforms your organization. Clay has shared the practical journey of the City of Coppell in transforming their culture in ways that have sustained over the years. If you are focused on creating organizational culture, you can learn a lot from Clay and his journey.”
—Ron Holifield, founder, Strategic Government Resources (SGR)

“Clay has captured the ‘best of’ best practices for leading teams and laid them out in a helpful manner. His lessons and insights are based on real-world experiences and challenges. I am confident you will benefit immensely from his practical wisdom.”
—Jeff Lamb, CEO of Lionheart Children’s Academies and former EVP Corporate Services and Chief People Officer at Southwest Airlines

“This book captures what many communities aspire to, but few obtain or even sustain, an intentional, values-driven culture built over more than twenty years of disciplined leadership and investment. Coppell’s story offers practical insight and quiet inspiration for practitioners who understand that culture is shaped one decision, one relationship at a time.”
—Mike Land, president, International City Management Association (ICMA) and city manager for the City of Coppell, Texas

“At the core of Clay’s distinguished public service—and the trust he inspires in others—is a deliberate commitment to intentionality. This principle has anchored him in times of challenge and consistently shaped how he leads, inspires, supports his staff, and serves his community. In times when authenticity can feel clouded, this ‘word-gift’ returns us to what matters most: clear purpose and genuine meaning.”
—Dan Johnson, city manager, retired, and life member of the International City/County Management Association (ICMA)

***

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.