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The Culture Engine


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Table of Contents

Foreword xi Acknowledgments xiii Introduction xv How Did I Learn about Organizational Constitutions? xvii How Is the Book Structured? xix Chapter 1 What Is an Organizational Constitution and Why Do You Need One? 1 What Is the Condition of Your Team or Company's Culture, Right Now? 3 The Concept of Perfection 8 How Civil Is Your Workplace? 10 Who Is in Charge of Culture? 12 Create a Pocket of Excellence 14 An Organizational Constitution Is a "Disruptive Technology" in Your Workplace 16 The Performance-Values Matrix 20 The Costs of Measuring Only Performance 23 How Does an Organizational Constitution Help Your Company, Department, or Team? 30 Client Impact 32 Your Leadership Legacy 34 Chapter 2 It Starts with You 39 Clarify Your Personal Purpose 43 Clarify Your Personal Values and Aligned Behaviors 46 Define Your Values 48 Add Observable, Tangible, Measurable Behaviors to Each Value 51 Your Values, Definitions, and Behaviors 54 Formalize Your Leadership Philosophy 56 Key Elements (Present Day) 60 Desirable Outcomes (Future State) 61 Live Well to Serve and Lead Well 63 Servant Leadership Is the Foundation 67 Chapter 3 Clarify Your Organization's Purpose 71 What Is an Effective Purpose Statement? 74 Communicating Your Company's Reason for Being 78 What Is Your Team or Company's Actual Purpose? 79 Humans Are Drawn to and Inspired by Great Purpose 81 Crafting a Compelling, Inspiring Purpose Statement 82 Chapter 4 Define Values in Behavioral Terms 89 Why Do You Need Values Defined in Behavioral Terms? 91 Your Beliefs May Not Be Aligned 93 Build Your Values Foundation on Behaviors 94 Step-by-Step Guidelines for Creating Valued Behaviors 97 Define Your Values 102 Include Observable, Tangible, and Measurable Behaviors for Each Value 105 Your Values, Definitions, and Behaviors 108 Chapter 5 Outline Strategies and Goals for the Coming Fiscal Year 113 Five-Point Strategic Planning Wheel 120 Who Is in Charge of Communicating Your Business Strategies and Goals? 123 Measure the Right Things 125 Build a Draft of Your Team or Company's Strategic Plan and Goals 127 Chapter 6 Your Organizational Constitution Must Be LIVED 133 Engage All Leaders in Your Organizational Constitution's Implementation 135 Describe the Way 141 Model the Way 147 Align the Way 150 Contribution Management instead of Performance Management 151 The Values-Aligned Tribe Culture at WD-40 Company 154 Chapter 7 Gathering Formal Feedback on Valued Behaviors 163 Is it Responsibility or Accountability? 171 Crafting Your Custom Values Survey 174 Leaders Must Be Rated on Their Values Alignment First 182 Chapter 8 Dealing with Resistance 189 What Does Resistance Look Like? 196 How Must a Leader Address Resistance? 198 Chapter 9 Hiring for Values Alignment 203 How Do You Hire Today? 205 Before the Hire-Recruiting, Interviewing, and Assessing 207 After the Hire-Orientation and Integration 211 What if the New Hire Just Doesn't Fit? 216 Chapter 10 Don't Leave Your Organizational Culture to Chance 219 Long-Term Alignment versus Short-Term Results 222 Scoring Your Culture Effectiveness Assessment 222 Implementing an Organizational Constitution Is an Ongoing Project 225 Keep Me Informed 227 Notes 229 About the Author 235 Index 237

About the Author

S. CHRIS EDMONDS is the founder and CEO of The Purposeful Culture Group, an organizational culture consulting firm. Since 1995, he has also served as a senior consultant with the Ken Blanchard Companies. Over the course of his career, Chris has delivered over 100 keynote speeches, authored or coauthored 6 books, and consulted for clients in almost every industry. He is an adjunct professor at the University of San Diego s School of Business.

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