Index
Page references followed by e indicate an exhibit.
actions. See cultural actions/interventions
Affordable Care Act, 98
agrochemical and agricultural biotech organization, 131–133
AILs (authentic informal leaders)
codesigning guardrails with, 126
codesigning interventions with your, 121–123
defining and recognizing, 96–100
description and special role of, 94–95
differences between traditional change ambassadors and, 89, 95, 96–100, 120
different types of, 101–102
“emotional intuition” or social connectedness of, 18
General Motors’ “Fritz’s 50” as, 93–94
how Mark Bertolini actively engaged Aetna’s, 98–100
how to engage and get the most out of, 109
“How to Find and Engage Authentic Informal Leaders” (strategy+business blog post) on, 96
identifying your, 102–108
James’s experience with shift in culture and role of, 98
Katz-Alex conversations on, 85–92, 115–116
laptop quality improvement and role of, 126, 127–128
mining company metrics and role of, 139–140
as “secret weapons,” 90
storytelling agenda item for, 137
See also leaders
AIL identification
global banking firm’s “pressure testing” approach to, 103–104
importance of, 102–103
pointers to help with, 105–108
questions to ask potential AILs, 106e
social network analyses or engagement surveys for, 104–105
Voice of the Workforce (VoW) employee survey used for, 104
AIL identification pointers
consider your critical few behaviors as a starting point, 105–107
encourage viral spread, 108
seek and explore the pockets where expectations are being exceeded, 107
start subtle and then celebrate, 108
start with “ideal” candidates, 107–108
use your networks to seek recommendations, 105
Alcoa (Aluminum Company of America), 124–125, 129
Alex (Intrepid CEO)
ambition as core trait of, 35
discussing cultural action, 111–119
renewing the “green store” initiative, 116
values and personality traits of, 33–34
visiting an Intrepid retail store with Sebastian, 143–147
See also CEOs; Intrepid (fictional company); Katz-Alex conversations
Amazon, 14
ambition trait, 35
“America runs on Dunkin’” slogan (Dunkin’ Donuts), 15
apathy-frustration opposition, 26
Apple, 16
addressing barriers to realizing your, 69
Alcoa’s transformation using measurable goals and, 124–125, 129
analysis including articulation of your company, 70–71e
authentic informal leaders. See AILs (authentic informal leaders)
Avery (Intrepid employee), 53, 54
behavior pulse surveys, 135–136e
behaviors
framework on general, stringent, simple, and specific, 68e
how a culture establishes shared set of habits and, 9
Katz-Alex conversations on changing Intrepid, 51–58
patterns of interactions within a culture, 9–10
See also keystone behavior(s)
Bertolini, Mark, 98–100
Booz & Company (now Strategy&), 48–49
British Airways, 16
Brooks Brothers, 16
bubble wrap story, 114
Burberry, 16
Bureaucratic obstacles, 25–26
business strategy
as driving company direction, 10
Drucker’s “Culture eats strategy for breakfast” statement, 16
“emotional support” for, 16
misalignment between operating model and, 12
“three circles” of culture, operating model, and, 10–12
Callen (customer) bubble wrap story, 114
Calvin (Intrepid employee)
as an authentic informal leader, 85, 88, 89
discussing cultural action, 111–119
his welcome return to Intrepid, 52, 55, 57–58
quitting Intrepid to work for another company, 21–22
Carpenter, Reid, 96
CEOs
official versus unofficial reasons for firing of, 8–9
with personal Twitter presence, 99
power to evolve the culture by, 17–18
when they set goals that are resisted, 9
See also Alex (Intrepid CEO); leaders
change
collective sense of responsibility required for, 14
cultural insight required for, 13–14
by focusing on the critical few, 20
Katzenbach Center’s global survey on culture and, 11
Katz-Alex’s initial conversation on need for, 1–8
moving from a communications-led to a culture-led behavior-focused, 120–121
slow process of evolving, 31–32
stories on impact of making work behavior, 62–65
top-down approach to, 7
See also critical few; culture evolution
change ambassadors versus AILs, 89, 95, 96–100, 120
change management efforts, 13
clarity
analysis of traits, aspirations, and critical behaviors for, 71e–72
cultural insight form of, 13–14
how cultural changes can create, 20
complexity
distracting nature of, 19
how the critical few approach reduces, 18–19
critical few
authentic informal leaders (AILs) category of, 18, 85–109
effective change by focusing on the, 20
impact on performance by the, 18–19
introduction to concept of, 17–18
keystone behaviors category of, 18, 19–20, 51–83, 105–107, 130–133
traits category of, 18, 21–49, 70–72
See also change; emotional commitments
cultural action measurements
Alcoa’s worker safety, 124–125, 129
as an approach and not just an outcome, 133, 135–138
charters used to trace progress and, 133
developing your own unique approach to, 123–124
the importance of, 119–124
involving entire organization in, 122–123
Katz-Alex conversation on, 111–119
laptop quality value chain story, 125–130
pilot programs for assessment and, 123
See also data; metrics
cultural actions/interventions
codesigning with your AILs, 121–123
effort to implement versus impact of, 74, 76e
encouraging replication of those that enable your goals, 69–70
how keystone habits become, 59, 60–61
positive emotions generated by positive, 63
symbolic, 79–83
three characteristics of the most effective, 120
See also keystone behavior(s)
cultural alignment
Katz-Alex conversation on need for change and, 1–8
understanding the “three circles,” 10–12
cultural challenges
every company faces, 8–17
Katz-Alex conversation on Intrepid’s, 3–7
cultural coherence, 17
cultural insights
description of, 13–14
from interviews with senior executives, middle managers, and staff, 78e–79e
cultural priority, 53
culture
always keep it as part of your focus, 147
defining, 10
Drucker’s “Culture eats strategy for breakfast” statement, 16
emotional driving forces of, 13
examples of divergent but healthy, 14–15
gender diversity, 142
identifying those behaviors that build a better, 19–20, 73–74
interaction between emotional commitments and, 7, 11, 49
Katzenbach Center’s global survey on change and, 11
patterns of interactions with a, 9–10
shared set of assumptions, habits, and behaviors in a, 9
“three circles” of operating model, business strategy, and, 10–12
See also emotional commitments; organizations; subcultures; values
culture diagnostic
of diverse subcultures, 47
of a North America–based energy company, 47–48
culture evolution
Alcoa’s worker safety, 124–125, 129
change behavior first to create, 58–62
collective sense of responsibility required for, 14
global agrochemical and agricultural biotech organization’s, 131–133
importance of establishing measures of, 119–124
Katz-Alex conversation on slow and ongoing nature of, 117–118
Katz-Alex conversations on keystone behaviors to drive, 51–58
moving from a communications-led to a behavior-focused, 120–121
oil company story on, 62–63, 65, 137–138
power of CEOs to drive, 17–18
practicing keystone habits to drive, 59
stories on changing work behaviors and impact on, 62–65
See also change
customer service improvement story, 63–65, 72–73
CVS, 98
cybersecurity
Katz-Alex conversation on designing an initiative on, 56
Katz-Alex conversation on concerns over, 2
Danaher (Washington, DC), 41–42
Daniel (Intrepid employee), 144–145
data
asking and listening to employees to collect, 8, 28–29
establishing a baseline reference data set, 135
and metrics as an approach and not just an outcome, 133, 135–138
See also cultural action measurements; feedback; surveys
Delta, 16
DHL, 16
Drucker, Peter, 16
Dugan, Kate, 48–49
Duhigg, Charles
on “chain reaction” of further improvements, 129
on developing a family keystone habit of eating together, 61–62, 65
on the Five Ways exercise, 61, 62
keystone habits term coined by, 59
Power of Habit, The, by, 60, 124–125
Dunkin’ Donuts, 15
eating together keystone habit, 61–62, 65
Elin (Intrepid employee), 26–27, 32, 111–119
emotional commitments
cultivating pride in people to create, 44–46
customer service improvement story on power of, 63–65, 73–74
identifying basic cultural elements motivating, 18
interaction between culture and, 7, 11, 49
it is the process of behavior that generates, 72
networker AILs cultivate social connections and, 102
of South African financial-services institution employees, 15
symbolic acts as type of, 79–83
top-down approach versus developing, 7
See also critical few; culture; employees
emotional energy
Bertolini’s leadership of Aetna creating, 98–100
bubble wrap story on creating, 114
cultivating behaviors that harness sources of, 69
it is the process of behavior that generates, 72
listening to your AILs to create, 115–116
measuring impact of cultural action by focusing on, 122
released as traits and behaviors, 47
emotional intelligence (EQ), 100–101
Emotional Intelligence (Goleman), 101
emotional intuition of AILs, 18
emotional support, 16
employees
asking and listening to what they want, 8, 28–29
cultural insights from senior executives, middle managers, and staff, 78e–79e
involving everyone in measuring cultural actions impact, 122–123
pilot program feedback provided by, 132
transformation through collective sense of responsibility by, 14
See also emotional commitments
energy company change story, 62–63, 65, 137–138
engagement surveys
Katz-Alex conversation on results of the, 4
used to identify AILs, 104–105
ethos of empathy, 64
exemplar AILs, 102
FedEx, 16
feedback
AILs’ codesigning and, 96, 109, 121–123, 126
cultural insights gained from employee, 78e–79e
pilot program employee, 132
“Share Feedback and Coaching” charters on, 133, 134e
See also data
financial-services institution (South Africa), 15
Florence (Intrepid employee), 22, 32, 52, 54, 57, 58, 111–119
Fortune’s 2013 Most Powerful Women Summit, 94
Four Seasons Hotels, 16
“A Framework for Gender Diversity in the Workplace” (Morgan Stanley, 2016), 142
“Fritz’s 50” (General Motors), 93–94
frontline staff, 78e–79e
frustration-apathy opposition, 26
Geico, 16
gender diversity culture, 142
General Motors (GM), 92–94, 124
global agrochemical and agricultural biotech organization, 131–133
goals
Alcoa’s transformation using aspirational and measurable, 124–125, 129
encouraging replication of actions that enable your, 69–70
of identifying your company’s traits, 42–43
resistance to CEO-set, 9
Goleman, Daniel, 100–101
Google, 16
Gray, Alfred M., 81–82
“green store” initiative (Intrepid)
renewing under Alex, 116
Gretchen, 99
guardrails story, 126
habits. See keystone habits
Harvard Business Review’s “One More Time: How Do You Motivate Employees?” (Herzberg), 45–46
Henderson, Fritz, 92–93
Herzberg, Frederick, 44–46
high potentials, 96
“How Asking 5 Questions Allowed Me to Eat Dinner with My Kids” (Duhigg), 61
“How to Find and Engage Authentic Informal Leaders” (strategy+business blog post), 96
informal leaders. See authentic informal leaders (AILs)
Intel, 16
interventions. See cultural action/interventions
Intrepid (fictional company)
Alex and Sebastian’s visit to a retail store of, 143–147
failed “green store” initiative, 7, 55
initial Katz-Alex conversation on changing behaviors at, 51–58
need for change and cultural alignment at, 1–8
renewing the “green store” initiative, 116
See also Alex (Intrepid CEO); Katz-Alex conversations
James
his experience with AILs and shift in culture story, 98
his work with a mining company, 98, 108, 139–140
on the oil company change story, 62–63, 65, 137–138
Jeff, 34–35
Jess (Intrepid store manager), 114, 143
Katzenbach Center
looking to make advances in study of organizations, 141–142
survey respondents reporting on “failure to budge” on culture, 34
surveys on culture and change by, 11
survey used to highlight relative prominence of traits, 40
Katzenbach, Jon R., 16–17, 44, 95, 100, 120
Katz-Alex conversations
on a few authentic informal leaders, 85–92
on keystone behaviors to drive culture change, 51–58
on making changes and aligning the culture, 1–8
on measuring cultural action, 111–119
on using critical few traits to impove culture, 21–32
See also Alex (Intrepid CEO); Intrepid (fictional company)
keystone behavior(s)
choosing outfits the night before as “precursor,” 61–62
criteria for selecting and prioritizing the, 74–79e
culture change requires first changing, 58–62
description of, 18
the eating together as a family, 61–62, 65
effort to implement versus impact of, 74, 76e
emotional energy released as, 47, 72
examples of impact of changing workplace, 62–65
exemplar AILs model effective, 102
how keystone habits become, 59, 60–61
identifying those to build a better culture, 19–20, 73–74
James’s story on oil company change in, 62–63, 65, 137–138
Katz-Alex conversations on driving culture change using, 51–58
pilot programs for bringing them into the business, 130–133
potential prioritization criteria, 75e
selecting a few critical ones to work on, 65–67, 74–80
as starting point for identifying AILs, 105–107
stories on impact of changing, 62–65
telecommunications company’s customer service improvement, 63–65, 73–74
See also behaviors; cultural actions/interventions; organization-wide behaviors
keystone habits
culture change through, 59
Duhigg on transformative power of, 60–62
Five Whys exercise for forming, 61, 62
Khan, Zia, 16–17
Kleiner, Art, 99
laptop quality value chain story, 125–130
leaders
on needed key behaviors for change, 78e–79e
“Share Feedback and Coaching” charters for, 133, 134e
symbolic actions for change by, 79–83, 98–100
See also AILs (authentic informal leaders); CEOs
Leading outside the Lines (Katzenbach and Khan), 16–17
Marine Corps story, 81–82
Marine Corps University, 81
metrics
as always being emotional, 139–141
as an approach and not just an outcome, 133, 135–138
energy company’s “behavior-based transformation” and, 137–138
“Share Feedback and Coaching” charters, 133, 134e
See also cultural action measurements
Michael (Intrepid employee), 87–88
Microsoft, 16
middle managers, 78e–79e
military leader’s symbolic act, 81–82
mind-set vs. behavior change, 60–61
mining company stories, 98, 108, 139–140
Morgan Stanley, 142
“Mother Aetna” power, 100
motivation
of employees through the work itself, 46
Herzberg’s “One More Time: How Do You Motivate Employees?” on, 45–46
pride builder AILs who can help with, 101
networker AILs, 102
neutrality of traits, 35–36, 48–49
New York Times, 61
North America–based energy company traits, 47–48
oil company change story, 62–63, 65, 137–138
O’Neill, Paul, 124
“One More Time: How Do You Motivate Employees?” (Herzberg), 45–46
operating model
complexity of working relationships within an, 12
misalignment between business strategy and, 12
“three circles” of culture, business strategy, and, 10–12
organization charts
Katz-Alex conversation on needed changes to the, 2–3
limited information provided by the, 16
organizations
cultural challenges faced by every, 8–17
founded with high energy and aspirations, 8
organization charts of, 2–3, 16
what determines their capacity to change, 34
See also culture
organization-wide behaviors
characteristics of effective, 69–70
definition and examples of, 67–68e
moving from keystone behaviors to, 65–67
real example of analysis from traits to behaviors, 70–72
selecting a few critical ones to work on, 66–67
See also keystone behavior(s)
Oster, Chris, 92
Pascale, Richard, 59
performance
critical few impact on, 18–19
valued over seniority, 79e
pilot programs
to assess and measure cultural actions, 123
description of, 123
employee feedback provided during, 132
global agrochemical and agricultural biotech organization, 131–133
Pink, Daniel, 45
Power of Habit, The (Duhigg), 60, 124–125
Power of Positive Deviance, The (Pascale), 59
“precursor” keystone behavior, 61–62
pride
cultivating behaviors that harness sources of, 69
cultivating in order to create emotional commitments, 44–46
pride builder AILs, 101
Procter & Gamble, 16
pulse surveys, 135–136e
PwC, 40
respectful of expertise trait, 47–48
Ross (Intrepid employee), 52, 54
Saratoga Institute human resources metrics, 40
Sebastian, 143–147
senior executives, 78e–79e
“Share Feedback and Coaching” charters, 133, 134e
social media presence, 99
social network analyses, 104–105
South African financial-services institution, 15
Starbucks, 15
storytelling agenda for AILs, 137
strategy+business blog post “How to Find and Engage Authentic Informal Leaders,” 96
Strategy& (formerly Booz & Company), 48–49
subcultures
culture diagnostic of diverse, 47
identifying traits of, 39–40
within every company culture are divergent, 10
See also culture
surveys
AILs social network analyses or engagement, 104–105
behavior pulse, 135–136e
Katz-Alex conversation on results of the engagement, 4
Voice of the Workforce (VoW) employee, 104
See also data
symbolic acts
Bertolini’s leadership of Aetna as a, 98–100
description and why they are important, 79–80
military leader’s, 81–82
notable impact of emotional commitment of, 82–83
stories on CEOs engaging in, 80–81, 82
TED talk–style meetings, 137
telecommunications company’s customer service improvement, 63–65, 73–74
“third place” concept (Starbucks), 15
Toby. See Katz-Alex conversations
top-down approach, 7
Toyota Production System, 61
trait identification
the goal of, 42–43
interviews, focus groups, and data points used for, 37–40
sample questions to ask employees for, 37–38e
sample “traits analysis,” 44, 45e
selection criteria for critical traits, 43e
of subculture traits, 39–40
use your own observations for, 41
traits
ambition as Alex’s core, 35
comparing values to, 30
criteria for critical, 43e
description of “family resemblance,” 18, 30
emotional energy released as, 47, 69, 72
Katz-Alex conversation on changing culture using, 21–32
neutrality and emotional component of, 35–36, 48–49
North America–based energy company, 47–48
process of identifying your organizational, 36–44
real example of analysis to organization-wide behaviors from, 70–72
respectful of expertise, 47–48
twelve examples of common, 36–37e
weaknesses and strengths of, 30–31
transformation. See change; culture evolution
Travis (Intrepid employee), 21, 53, 54
Twitter presence, 99
United States Marine Corps story, 81–82
Unilever, 16
UPS, 16
values
comparing traits to, 30
as necessary and aspirational, 27, 30
See also culture
Voice of the Workforce (VoW) survey, 104
“warrior spirit” story, 81–82
waste-reduction issue, 24
Why Pride Matters More Than Money (Katzenbach), 44
worker safety metric (Alcoa), 124–125, 129
Zappos, 14–15