CULTURE WARRIOR
Tribal Dynamics and Total Engagement
The Way of the Culture Warrior
Soccer Partner
Video Here
https://youtu.be/YCUaPa8cU6Q
Tribal Dynamics and Total Engagement
Leadership Library
5
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Story Warrior – The Boom-A-Rang Measure
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Traditions Warrior – The Do-It Again Habit
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Warrior Smarts - Warriors Know Who the Enemy is
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Y Warriors - Warriors Know Why
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Green Warriors – Grow Warrior Grow
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Warrior Recognition - Rock Warrior & Duck Warrior
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Tribal Leadership – Tribal Warfare Winning with Words.
Clarity & Connectedness
80% 80%
85%
80%
63%
37%
20% 20%
Understand what their organization
is trying to achieve and why
Enthusiastic about their
team’s/organization’s goals
15%
20%
Fully trust the organization
they work for
Feel their organization fully
enables them to execute key goals
Have a clear line of sight between their tasks
and their team’s/organization’s goals
Source: Stephen Covey, 8th Habit
7
Clarity & Connectedness
 Suppose a soccer team had these same scores:
Only 2 know what
position they play,
and know exactly
what they are
supposed to do
All but 2 players would,
in some way,
be competing against
their own team members,
rather than the opponent
Only 4 of 11 know
which goal is theirs
Only 2 would care
Source: Stephen Covey, 8th Habit
8
Manager – Employee Relationship
43% trust their boss
57% trust a stranger
35% would forgo a substantial pay raise
to see their direct supervisor fired
65% would choose
a better boss over a raise
Source: Michael Segalla, Harvard Business Review, 2009; Michelle McQuaid, 2012; The Employee Engagement Group
9
Get Back in the Saddle!
The Gallup Management Journal's http://gmj.gallup.com/ semi-annual Employee
Engagement Index puts the current percentage of employees who are actively
disengaged at 17%. That’s about 22.5 million US workers. Gallup defines actively
disengaged as employees who are not just unhappy in their work, but who are busy
acting out their unhappiness by undermining what their engaged co-workers
accomplish. Each one of these angry and alienated workers is causing their employers
roughly $13k in yearly productivity losses on average. Think this is bad? It gets worse.
A majority of workers (54%) falls into the "not engaged" category. Not engaged
workers are defined as “checked out,” putting in time but not energy or passion into
their work. Look around you. Chances are every other person you see is on autopilot.
Only 29% of workers are estimated by Gallup to be truly "engaged" – i.e., employees
that “work with passion and who feel a profound connection to their company.”
These first two numbers add up to a whopping seventy-one percent of workers that
are in cruise control and active sabotage mode.
Employee Engagement
Engaged
Disengaged
Actively
Disengaged
29%
54%
17%
Adapted from: The Employee Engagement Group http://employeeengagement.com/
11
Employee Engagement
 Imagine on your crew team if:
Busting their butts
Watching the scenery
3
people
5
people
Adapted from: The Employee Engagement Group http://employeeengagement.com/
Sinking the boat
2
people
12
Gallup's
+
1.
2.
3.
4.
Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received recognition or praise for doing good
work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?
Gallup's
1.
2.
3.
4.
Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received recognition or praise for doing good
work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?
The first is anonymity, which is the feeling that employees get when they realize
that their manager has little interest in them a human being and that they know
little about their lives, their aspirations and their interests.
The second sign is irrelevance, which takes root when employees cannot see
how their job makes a difference in the lives of others. Every employee needs to
know that the work they do impacts someone's life – a customer, a co-worker,
even a supervisor – in one way or another.
The third sign is something I call immeasurement,. It's the inability of
employees to assess for themselves their contribution or success. Employees
who have no means of measuring how well they are doing on a given day or in a
given week, must rely on the subjective opinions of others, usually their
managers, to gauge their progress or contribution.
My Focus
Tragic Facts …or
Awesome Opportunity
“A key –
perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of
Leadership
Creating Culture in a Flash
Actions Speak _____________.
Abraham Lincoln did what?
consistency
TEAM BUILDING
vs
CULTURE BUILDING
Getting 45 teen aged boys to say…
the “L” word
Fast Company
The Soul of a Sports Machine… (Google it)
Schwan’s Delivers
When Schwan’s
Gathers
Motivation
Recognition
Education
Connection
Recruitment
Permission-to-Play Values are the
price of entry into our culture.
Shared Learning & Common Language
The greatest organizations are ones that only employ selfmotivated people that can fully embrace the Big, Hairy,
Audacious Goal (BHAG).
Tribal Leadership is not about changing ideas or gaining
knowledge; it is about changing language and relationships.
It’s not about intellectualizations; it’s about actions.
A culture in which committable core values form the basis
for hiring and firing – and real connections between people
are promoted – creates an environment where creative
ideas and productivity thrive.
Build a cohesive leadership team, create clarity, overcommunicate clarity, and reinforce clarity.
28
How do you recognize a Warrior?
Recognition and Ducks in a ROW
6. Leadership Library
32
Can I really ask these?
What will keep you here?
What might entice you away?
What is most energizing about your work?
Are we fully utilizing your talents?
What is inhibiting your success?
What can I do differently to best assist you?
Whose to Blame
Commercial Here
LEON
https://youtu.be/JYB6xteh5TA
Peanut Butter
Cheerios Dad
Commercial Here
https://youtu.be/6GYxH2-WeZY
Stealing Your Joy..or Your Cookies…
What’s holding you back…is you
Peer Pressure,
Rushing to Judgement
Oh Miserable YOU!
Losing your Focus, Your Friends, Your Temper, Your Perspective, and Your Mind…