How corporate communicators can influence company culture. Guides include Dan Pink, Dov Seidman on cultures and motivation

1. Class #5
September 27 , 2012
Harrison & Muhlberg
Georgetown University Leadership
9/20/2012 Communication 1

2. Trust & Leadership
Bad story Good story
Good
Unrecognized Visionary
substance
Snake oil
Bad substance Rejected
salesman

3. Corporate Cultures:
The CCO Role
Every organization has a culture
Military, social, corporate, it boils
down to “how we do it, who we are”
Corporate cultures are our focus
We think the goal is engagement
We seek to understand the role of the
corporate CCO in influencing culture

4. Reference

5. SEIDMAN: THREE TYPES OF CORPORATE CULTURES
Adapted from HOW, Dov Seidman, 2007

6. SEIDMAN: THREE TYPES OF CORPORATE CULTURES
How They Know, Use Information
Adapted from HOW, Dov Seidman, 2007

7. SEIDMAN: THREE TYPES OF CORPORATE CULTURES
How They Are Motivated
Adapted from HOW, Dov Seidman, 2007

9. Puzzle of Motivation (Pink)
http://www.ted.com/talks/dan_pink_on_motivation.
html
Do leaders know how to motivate
followers for success?
Do you get more and better work
from employees by rewarding them?

10. Pink: THREE ELEMENTS OF
MOTIVATING PERFORMANCE
Purpose
Mastery
Autonomy

11. Motivation 2.0 (Pink, D. H.)
The secret to high
corporate performance
is engaging the
individual’s drive to
achieve things that
satisfy.

12. Engagement (Seidman)
When employees are super-engaged, they
exhibit many more specific “engagement
traits” than other employees, including:
 willing to put in a great deal of extra
effort,
increased loyalty,
willing to recommend their company as an
employer of choice,
efforts to inspire others in the company
through concrete comments and actions.

13. Culture of Engagement
Greater Good
Purpose,
Mastery,
Autonomy

14. Alignment: Seidman (Culture),
Pink Motivation
Control (Obey)
>Compliance
Autonomy (Self Govern)
>Engagement

15. What Motivates You?
• Does the reward of points satisfy students?
• Or is it the satisfaction of team
work, of shared experience, of
clear and shared values, of learning
and mastery?
• Does the culture shape the
student? How can the student
improve the culture?

16. Evaluating Engagement
http://www.lrn.com/howmetrics/#data/quiz
Seidman’s Enablers
Trust, shared values, and a deep understanding of and
commitment to a purpose-inspired mission are the
three fundamental enablers of the self-governing
behaviors that produce competitive advantage and
superior business performance.
How does your organization stack up?

19. CCO’s Culture Engagement
Starter Kit (Chapter 11)
Gut check. Close your door. Take a walk.
Think it through.
Reality. Place company on Siedman scale.
Themes. Purpose, vision, shared values,
greater good. Must be authentic.
Networking. Socialize, assist, guide
values-based considerations. Be a
connector who opens possibility (Rosabeth
Kanter)

20. CCO’s Culture Engagement
Starter Kit (Chapter 11)
Website. The go-to, two-way engage
portal.
Simplify. Messages cut through clutter.
(Ries, Trout)
 WIIFM. Relevance. Who knows SRM?
Plan. Grand or small step. Work the plan.
Keep learning…

21. Supportive References
Roger Bolton on culture change at Aetna:
http://envirocomm.com/2012-comm-prod-change-
070612.php
Chapters 10 and 11; and the Book List , in
LEADERSHIP COMMUNICATION textbook
Page Society http://awpagesociety.com
Blogs (websites by Pink and by Seidman)
Website of GagenMacDonald (Maril MacDonald)
www.letgoandlead.com
Google, LinkedIn, etc.

22. CCO Accountabilities
1. Inform Information flow
2. Manage Stakeholder perception
3. Influence culture
‘Chief
Engagement
Officer’