Why Culture Cannot Be Delegated
Sometimes, two different ideas seem to challenge each other. You've probably heard me say that everyone has a role in managing the culture of the organization. You've...
In this episode, I’m going to show you a powerful way for you to get your executives to understand that they own all the results for the entire organization—not just their silo—and what to do with that knowledge.
…You’re going to love this!
Unfortunately, that “act of kindness” actually ends up costing that person their job more often than not, so it’s not very kind at all, is it?
In talking to thousands of bank CEOs over the last 20+ years, I hear these three over and over again.
So how do we deal with it?
Create the “Rules of Engagement” for the executive team.
Unlike so many rah-rah, happy-happy, “team-building” exercises that are like Chinese food—you’re hungry an hour later—you need to go into the eye of the needle and create an understanding of the behaviors that are expected of your executives. Then, delineate the behaviors that won’t cut it anymore.
From “meetings outside of meetings” where people don’t say what they think in the meeting but then stir the pot afterward…
To not speaking up…
To pretending not to know…
You want to be clear about the behaviors you don’t ever want to see around that executive team table. Let everyone understand what gets you voted off the island.
Create “Healthy” Dissidence. Executive learning doesn’t just happen “between the ears.” Sure, book/classroom learning is great, but executive-level decision-making capabilities only come from making executive decisions and practicing candor with their peers.
As a result, executives go silent and “endure.” You want to make sure your team gets educated on how to bring healthy dissidence and extreme commitment to outcomes.
Complete responsibility for the results of the entire bank. Unlike many executive development programs where they teach you to “run your division,” healthy and sustainable organizations have a different distinction. If you’re on the executive team, you’re responsible for EVERYTHING. That doesn’t mean you get in and do everything—you run your division first.
It means that if something isn’t working in some other division, you say something, you offer solutions, and you make sure everyone knows this can’t continue. You DON’T wait for the CEO to have to do that, or you have just proven you’re “management” material instead of “executive” material.
Again, first, make it absolutely clear which behaviors you expect and what you won’t tolerate from your team. Then, demonstrate and teach healthy dissidence. If they care enough about the organization, they should push up against each other often. Finally, enroll your team in the idea that each one is responsible for EVERYTHING, and if there is any part of the organization that isn’t working, it’s their fault too. They need to rise to the occasion.
By getting your executive team to hold each other accountable to deadlines and outcomes, you know you can sleep at night because the strategic plan WILL be met or exceeded. It’s an insurance policy that means your bank gets to stay in business.
Make sure you tune in next time where I’ll show you how to deal with any shortcomings in the emotional intelligence of your team on average so that you can raise your chance of success and do it with more ease.
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