{"id":1013,"date":"2019-12-31T01:43:14","date_gmt":"2019-12-31T01:43:14","guid":{"rendered":"https:\/\/www.qfactor.com.au\/?p=1013"},"modified":"2023-08-23T10:23:20","modified_gmt":"2023-08-23T10:23:20","slug":"the-culture-code-by-dan-coyle","status":"publish","type":"post","link":"https:\/\/murrayslatter.me\/?p=1013","title":{"rendered":"The Culture Code"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><em>The Culture Code <\/em>&#8211; Is there such a thing, can we codify the creation of culture? Working together makes the world go around. Everyone needs a helping hand now and then to get their ideas going, even the most brilliant geniuses this world has to offer. However, pulling together to achieve a common idea isn\u2019t always as easy in practice as it is on paper. Whether it\u2019s in an office or on a sports field, the atmosphere can quickly sour at the hands of a dysfunctional group dynamic.&nbsp;&nbsp;So how does a team become more than the sum of its parts?&nbsp;&nbsp;Daniel Coyle\u2019s&nbsp;<em>The Culture Code&nbsp;<\/em>draws on a wide range of evidence from a study of kindergarteners building a spaghetti tower to the way that today\u2019s most successful companies run their workplace, Coyle explores the importance of our interactions with our teammates, while giving many tips on how to avoid throwing a wrench into the project.&nbsp;&nbsp;In this summary of <a href=\"https:\/\/www.amazon.com.au\/gp\/offer-listing\/B019CGXU68\/ref=as_li_tl?ie=UTF8&amp;camp=247&amp;creative=1211&amp;creativeASIN=B019CGXU68&amp;linkCode=am2&amp;tag=qfactorinsigh-22&amp;linkId=5ab43455b710d73e5b297c7c9e3d7b82\">The Culture Code by Daniel Coyle<\/a>, you\u2019ll learn <\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>why a group of children can easily beat lawyers in a simple teamwork exercise;<\/li>\n\n\n\n<li>what makes us feel safe and why that matters; and<\/li>\n\n\n\n<li>why stories are extremely effective when trying to establish a shared sense of purpose.<\/li>\n<\/ul>\n\n\n\n<figure class=\"wp-block-embed is-type-rich is-provider-amazon wp-block-embed-amazon\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"The Culture Code: The Secrets of Highly Successful Groups\" type=\"text\/html\" width=\"640\" height=\"550\" frameborder=\"0\" allowfullscreen style=\"max-width:100%\" src=\"https:\/\/read.amazon.com.au\/kp\/card?preview=inline&#038;linkCode=ll1&#038;ref_=k4w_oembed_bcxnrD1MgtjIaM&#038;asin=1847941273&#038;tag=bywineexecuti-22\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #1: Weak group cultures\u00a0<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong><em>The Culture Code &#8211;&nbsp;<\/em>Weak group cultures tend to neglect interactions and focus solely on skills<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">We\u2019re all members of a variety of groups, from families to friends to coworkers. Each group has its own culture, no matter how big or small the group itself is.&nbsp;&nbsp;So what is<em>group culture<\/em>?&nbsp;Essentially, group culture is the relationships between people who are working to achieve a common goal.&nbsp;&nbsp;Each group culture is unique: some work well, while others are dysfunctional.&nbsp;&nbsp;Poor group culture is easy to spot. If you\u2019ve ever been involved in a defective group culture at work or at home, you know that the tension is so palpable that you could cut it with a knife.&nbsp;&nbsp;This is often caused by certain group members being focused on the wrong thing.&nbsp;&nbsp;Instead of paying attention to the quality of their interactions, they struggle to conclude what their place is in the group, and spend time concerned about their own personal status amongst their peers.&nbsp;&nbsp;Once one of the group members starts doing this, they are no longer focused on the task at hand. Everything becomes a question of who ideas can be criticized or put down and which group rules or dynamics are open for debate. All of this is a recipe for disaster.&nbsp;&nbsp;Peter Skillman, an engineer, carried out a study where he asked groups of kindergartners, business school students, and lawyers to take part in. The aim of each group was to build the tallest possible structure using uncooked spaghetti, tape, a yard of string, and a single marshmallow.&nbsp;&nbsp;If you were to guess who was most successful, you\u2019d probably choose the students or the lawyers right? After all, they have the most life experience and expertise to give to this task.&nbsp;&nbsp;However, it turned out that the kindergartners usually won.&nbsp;&nbsp;How did these children prevail over their older and presumably wider competitors?&nbsp;The answer lies in group dynamics. The business school students, for example, typically started by analyzing the task and then discussing the correct strategy to follow, all while quietly establishing a hierarchy.&nbsp;&nbsp;The kindergartners, on the other hand, followed a radically different approach. Instead of trying to assign tasks and determine who was responsible for what, they just got right to the task. Without wasting a word, they worked together and experimented. If one thing failed, they moved on to another idea.&nbsp;&nbsp;The children won the competition because they were more focused on their interactions and were cooperating to achieve their shared goal, rather than competing amongst themselves.&nbsp;&nbsp;So how can you make<em>your<\/em>groups more like that of the kindergartners?&nbsp;In the following summaries, we\u2019ll dive deeper into the idea of group culture to find out.&nbsp;= The Culture Code!<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #2: Cultivating a sense of safety and belonging.&nbsp;<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Imagine that you\u2019ve been assigned to complete a complex task that will use all of your skills and expertise. You get to choose where you work to complete this task: your own home, or a room full of strangers. Which setting would you likely pick to achieve success?&nbsp;&nbsp;The majority of us wouldn\u2019t hesitate to choose our own home. It\u2019s a safe and comfortable environment where we can experiment, fail, and eventually succeed. This exact principle applies to groups. If a group\u2019s members feel safe, the entire group functions at a much higher level.&nbsp;&nbsp;This brings up the concept of safety: what is it and why is it so important?&nbsp;&nbsp;Overall, safety is about a sense of familiarity and connections. We know that unseen dangers aren\u2019t lurking around every corner when we feel safe. A strong group culture nurtures this concept, and boosts its performance in turn.&nbsp;&nbsp;For example, look at a study conducted by Will Felps, an associate professor at the University of South Wales.&nbsp;In the study, Felps told a man, Nick, that he must assume different roles in different groups that had all been tasked with creating a marketing plan for a company. In the role of an annoying idler, Nick would slack off on his tasks and slow down the progress of the group\u2019s work. His behavior, unfortunately, was contagious, which caused others in the group to mirror his attitude and behavior.&nbsp;&nbsp;Only one group was able to remain immune to his behavior. In this group, one of the members, Jonathan, consistently acted as a counterpoint to Nick\u2019s bad attitude by spreading warmth and positivity. By doing this, Jonathan made those around him feel safe and comfortable, which allowed the group to perform well, despite Nick\u2019s presence.&nbsp;&nbsp;This discovery outs forward an important point: we tend to perform best when we feel we belong, which bolsters our perception of safety.&nbsp;Alex \u201cSandy\u201d Pentlend conducted a different study at the MIT Media Lab where further proof of this can be found.&nbsp;&nbsp;In his study, Pentland had two groups of students role play as bosses and employees engaged in negotiations about salary, vacations, and health benefits. Pentland then used what he calls a sociometer, which is a data-collecting sensor programmed to record belonging cues such as eye contact, mimicry, and physical proximity. He used this data to analyze the negotiations.&nbsp;&nbsp;Following these cues allowed Pentland to gauge the overall sense of safety in each of the participants. Our brains are innately wired to constantly be on the lookout for danger, so this variety of behavioral traits prove to be a good indicator of when we are or aren\u2019t feeling safe in our environment.&nbsp;&nbsp;Pentland discovered that he could predict the outcome of each negotiating session by reviewing the first five minutes of the data he had gathered. What was being said didn\u2019t determine the outcome, but the interaction itself did&nbsp;= The Culture Code!<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-rich is-provider-amazon wp-block-embed-amazon\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"The Culture Code: The Secrets of Highly Successful Groups\" type=\"text\/html\" width=\"640\" height=\"550\" frameborder=\"0\" allowfullscreen style=\"max-width:100%\" src=\"https:\/\/read.amazon.com.au\/kp\/card?preview=inline&#038;linkCode=ll1&#038;ref_=k4w_oembed_bcxnrD1MgtjIaM&#038;asin=1847941273&#038;tag=bywineexecuti-22\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #3: Let people know that you know you aren\u2019t perfect, and that you\u2019re listening to them.\u00a0<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Now that we know the success of groups relies on making everyone feel safe, how do we create a safe environment? Unfortunately, this isn\u2019t some easy task that can be picked up from a book. Similarly to honing any other skill, it\u2019s something that takes time and practice.&nbsp;&nbsp;With this being said, below are a few tips that might help you along the way.&nbsp;&nbsp;It\u2019s necessary to let the people around you know that you\u2019re listening to them in order to create a safe working environment.&nbsp;&nbsp;Ben Waber, the founder of the behavior consultancy firm Humanyze says that whenever he visits different companies or organizations, he sees the same things that lead to successful group culture.&nbsp;&nbsp;People<em>demonstrate<\/em>that they are listening to one another by tilting their head toward the speaker, raising their eyebrows, and using linguistic markers such as affirmative words like \u201cuh-huh,\u201d \u201cright,\u201d or \u201cyes\u201d to show that they\u2019re paying attention.&nbsp;&nbsp;This is a simple and effective way to make people feel safe and comfortable. Give it a try sometime!&nbsp;Another thing great listeners demonstrate is when to hold back: occasionally interjecting is not the same as interrupting, but it should constantly interrupt the speaker\u2019s train of thought.&nbsp;&nbsp;Interruptions tend to disturb the flow of the type of communication and group interactions that create a sense of safety and belonging for the group members.&nbsp;Another thing Waber noticed is that salespeople who constantly interrupted their potential clients often had far less success than salespeople who spent more time intently listening to their prospective clients.&nbsp;One more tip to creating a safe environment is to let people in the group see your weaknesses. Showing that you\u2019re aware that you aren\u2019t perfect and that you make mistakes lays a foundation for open communication, safety, and belonging.&nbsp;&nbsp;Though this isn\u2019t an easy thing to admit, it\u2019s a much more effective strategy to making others feel like you need their help than trying to dazzle them with your perfect competency.&nbsp;&nbsp;Admitting you\u2019re imperfect can be as simple as asking others what they think about a particular issue, or using a phrase like, \u201cI might be wrong, of course,\u201d \u201cdid I miss anything?\u201d&nbsp;Creating a culture of open communication and admitting when you\u2019re wrong is the first key strategy to creating a safe environment. Below, we\u2019ll take a closer look at a second, essential strategy&nbsp;= The Culture Code!<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #4: Share your vulnerabilities!&nbsp;<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong><em>The Culture Code&nbsp;<\/em>If you want your group to perform at its highest possible level, it\u2019s pertinent that you share your vulnerabilities<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Take a second and consider how you interact with other people. Have you ever gone to extensive lengths or exaggerated your skills or knowledge in order to prove your competency?&nbsp;&nbsp;If that sounds like you, you should stop!&nbsp;Though this might sound counterintuitive, sharing your personal vulnerabilities typically boosts group performance.&nbsp;&nbsp;So how does this work?&nbsp;Mirroring, where we pick up on the way people act and communicate around us and then follow those patterns, is a common dynamic in groups. So, if you admit your weaknesses right off the bat, others will be less likely to feign competence, which will build trust and cause the work to go smoothly.&nbsp;&nbsp;Jeff Polzer, a professor in organizational behavior at Harvard, refers to this as the<em>vulnerability loop<\/em>. Essentially, this is a feedback loop among members of a group, which can create a sense of closeness which heightens group performance and dynamic.&nbsp;&nbsp;A dramatic example of this happened during a plane crash in 1989. A domestic flight to Chicago piloted by Al Haynes suddenly ran into dire issues following an engine explosion mid-flight.&nbsp;Haynes immediately told his colleagues he needed their help instead of trying to solve the problem on his own, a decision that saved 200 lives. When Haynes admitted his vulnerability, he showed other crew members that it was okay to ask for help. Once this occurred, they all began working together to regain control of the plane.&nbsp;&nbsp;Unfortunately, the plane crashed, killing 100 people. However, 185 lives were saved, which was a miracle. This incident was later recreated in multiple simulations. None of these simulations were able to reproduce the same result as Haynes and his crew, and most of them resulted in the deaths of all individuals aboard.&nbsp;&nbsp;Several other studies have also confirmed this connection between admitting vulnerabilities and cooperation.&nbsp;&nbsp;For example, David DeSteno, a psychology professor, conducted a study where participants were asked to complete a laborious and time-consuming task on a computer. When the task was close to completion, the computers would suddenly crash.&nbsp;&nbsp;DeSteno planted an assistant amongst the group that would come to the rescue of the participants and restore the work they had done prior to the crash. Later on, the participants showed an increased willingness to cooperate both with their fellow participants as well as DeSteno\u2019s assistant when playing a game specially designed for this study. They pulled together to work as a group, despite being complete strangers.&nbsp;&nbsp;DeSteno got this result because the members of the study had experienced a vulnerability and then had been \u201crescued,\u201d which often results in feelings of trust and safety among other group members&nbsp;= The Culture Code!<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #5: Champion cooperation, and show your vulnerabilities to lead the way.&nbsp;<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">How do you go about building a strong team?&nbsp;A good starting place is to demonstrate that you expect people to cooperate with each other, which is another way to express that you need their help. Yet again, this is a way to express your vulnerabilities to the group.&nbsp;&nbsp;Letting people know that you\u2019re reliant on their help allows them to feel comfortable when admitting their shortcomings. This creates a work environment where group members don\u2019t feel like they have to work on a problem alone or do everything by themselves.&nbsp;&nbsp;Tim Brown, the head of the international consulting agency called IDEO puts this tactic into practice. At the beginning of each task, he clearly communicates the need for cooperation and informs his colleagues that the more challenging the problem is, the more they will need to cooperate to solve it. This philosophy of cooperation is at the heart of IDEO\u2019s success.&nbsp;So what\u2019s the role of leaders in all of this?&nbsp;&nbsp;The answer is simple: being a leader means to<em>lead:<\/em>being the first one to admit vulnerabilities.&nbsp;&nbsp;It\u2019s clear that this is important when you look at the culture of office meetings: unfortunately, it\u2019s common for colleagues to be fearful of managers. They worry about demonstrating their competency, keeping up appearances, and showing that they\u2019re knowledgeable.&nbsp;&nbsp;Making mistakes is normal, however &#8212; we all do it! Mistakes are part of the learning process, and without them, we don\u2019t make strides forward. Leaders need to be role models in admitting their mistakes, vulnerabilities, or incompetencies so other members of the group feel comfortable doing this too. This allows everyone to work toward a solution together.&nbsp;&nbsp;Look at this example of Danny Meyer, the successful American restaurateur.&nbsp;Meyer delivered a TED Talk, and held a staff meeting the morning after with his employees to watch the footage. Following the video, Meyer asked his staff for feedback and shared his experiences with them.&nbsp;&nbsp;He expressed how nervous he had been during the talk: like how much his legs had been shaking or how he had severely messed up in rehearsal. To finish, Meyer publicly thanked two colleagues, and said that he wouldn\u2019t have been able to give the talk at all without their help.&nbsp;&nbsp;Meyer chose a great way to lead by example. He shared his vulnerabilities with candor, and in turn created a working environment where each employee would feel comfortable doing the same&nbsp;= The Culture Code!<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-rich is-provider-amazon wp-block-embed-amazon\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"The Culture Code: The Secrets of Highly Successful Groups\" type=\"text\/html\" width=\"640\" height=\"550\" frameborder=\"0\" allowfullscreen style=\"max-width:100%\" src=\"https:\/\/read.amazon.com.au\/kp\/card?preview=inline&#038;linkCode=ll1&#038;ref_=k4w_oembed_bcxnrD1MgtjIaM&#038;asin=1847941273&#038;tag=bywineexecuti-22\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #6: Shared sense of purpose.<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong><em>The Culture Code&nbsp;<\/em>The secret to unlocking great group performance is to establish a shared sense of purpose<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">A great example to start with is sports teams. If you\u2019ve ever played on a team yourself or even watched a sports team that regularly performs well, you\u2019ll know that the key to this is that each member of the team shares a strong vision of how to play together and what they want to achieve.&nbsp;&nbsp;This happens because common sense of purpose is essential to group performance.&nbsp;Let\u2019s define this for a second.&nbsp;A sense of purpose is simply a set of beliefs and values that explain people\u2019s actions. Sense of purpose shapes group identity and expresses what the group stands for. Cooperative cultures can\u2019t do without it.&nbsp;A shared sense of purpose provides a common stock of ideas and aligns the behavior of group members.&nbsp;Companies tend to create what is called a<em>high-purpose environment,<\/em>since a sense of purpose is so important to group cohesion and performance. This brings the purpose of the group to the front of its member\u2019s minds, which can guide their actions.&nbsp;&nbsp;High-purpose environments are packed with signals that connect members of the group to their shared future goal. Imagine it like a bridge between the present and the future: group members all agree that we are here today, and we will be going there tomorrow.&nbsp;&nbsp;Gabriele Oettingen, a professor of psychology, has proved in several studies that simply communicating a common goal can help unite members of a group while making their shared aim easily accessible.&nbsp;Our minds are highly receptive to storytelling, and \u201cbridges\u201d are like stories with a distinctive narrative arc.&nbsp;&nbsp;If we are given a simple fact, our brains grasp onto the meaning of the fact, but generally remain fairly inactive. In contrast, stories actively engage our minds since we can\u2019t help but begin thinking about cause and effect, as well as the overarching meaning and reason of the story.&nbsp;&nbsp;Storytelling is a powerful call to action which motivates us to pursue a common goal like putting customer safety first&nbsp;= The Culture Code!<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Key Idea #7: Repetition is the key to creating a sense of purpose. <\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong><em>The Culture Code&nbsp;<\/em>Don\u2019t shy away from corny slogans!<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">You can\u2019t establish a sense of purpose overnight. Carving a mission statement out of a block of granite and putting it outside your company headquarters won\u2019t quit do the trick.&nbsp;&nbsp;This is a process that will inevitably involve failures that you can learn from, so take your time. Though this mistake will happen, you will find some tips below to help you along the way!&nbsp;&nbsp;Repetition is essential to a shared sense of purpose. And yes, repetition really does mean repetition! You should repeat your company\u2019s core convictions over and over to your employees.&nbsp;&nbsp;Since we know what we\u2019re trying to say when we speak to others, we often assume that our priorities have been received and understood by the people we\u2019re addressing. However, this is often not the case. If you want to be perfectly clear about your needs and expectations, repeat them heavily.&nbsp;&nbsp;A survey by<em>Inc.<\/em>magazine conducted a survey that asked managers how many people in their companies knew what the firm\u2019s top priorities were. Executive\u2019s typically answered around 64 percent, but following the survey, it was revealed that it was actually as low as 2 percent!&nbsp;&nbsp;It\u2019s clear why repeating your priorities is important, and a clever way of bolstering awareness is by<em>overcommunicating<\/em>your company\u2019s sense of purpose in regular meetings. This tactic becomes especially effective when you expect people to actively engage with the material, and encourage them to both reflect on and challenge the company\u2019s goals.&nbsp;&nbsp;Johnson &amp; Johnson, an American healthcare company, does this to great effect. They hold frequent meetings with senior managers designed to encourage robust discussion of the company\u2019s credo, which is conveniently carved into granite right outside the building where the meetings are held.&nbsp;Though Johnson &amp; Johnson\u2019s core aims haven\u2019t changed much as a result, this practice does encourage managers to actively engage with the company\u2019s priorities.&nbsp;&nbsp;Developing short and snappy catch phrases is another method to establish a common sense of purpose.&nbsp;&nbsp;Though these phrases tend to be corny, that doesn\u2019t mean they\u2019re not effective. Think about some memorable slogans for example, like online shoe store Zappo\u2019s \u201cCreate fun and a little weirdness\u201d or consulting firm IDEO\u2019s \u201cTalk less, do more.\u201d&nbsp;Cheesy or not, they\u2019re useful reminders of what the company stands for. Embrace them!&nbsp;= The Culture Code!<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-rich is-provider-amazon wp-block-embed-amazon\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"The Culture Code: The Secrets of Highly Successful Groups\" type=\"text\/html\" width=\"640\" height=\"550\" frameborder=\"0\" allowfullscreen style=\"max-width:100%\" src=\"https:\/\/read.amazon.com.au\/kp\/card?preview=inline&#038;linkCode=ll1&#038;ref_=k4w_oembed_bcxnrD1MgtjIaM&#038;asin=1847941273&#038;tag=bywineexecuti-22\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Culture Code Summary<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Group dynamics determine outcomes. A team might lose sight of what\u2019s most important to its performance if it focuses its attention on the wrong things \u2013 the interactions of its members. However, a healthy and productive group dynamic&nbsp;<\/strong><strong><em>is&nbsp;<\/em><\/strong><strong>possible. Creating a safe environment is the best way to achieve this dynamic, since everyone can share their vulnerabilities. Throw a common sense of purpose into the mix, and you\u2019ve got a recipe for success&nbsp;= The Culture Code!<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Actionable advice:<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Learn how to be a great listener.<\/strong>&nbsp;From your family, to the local soccer team, to the workplace, chances are that you\u2019re part of at least one group. So how do you contribute to its success? Of course your individual performance is essential, but you shouldn\u2019t pass up creating a healthy group dynamic. Openness and paying attention to your group members are key, not simply doing this, but showing you\u2019re listening as well. When it\u2019s your turn to speak, make sure to ask for feedback from other members of the group, allowing an open platform for communication and idea sharing&nbsp;= The Culture Code!\n<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The Qfactor Difference<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Across 50 countries and with diversified teams, we have taken from the Key Ideas and lessons that Steve Case presents in this book to apply to our and our customers challenges, leading to transformational change in those companies, teams and individuals.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Our&nbsp;<a href=\"https:\/\/www.qfactor.com.au\/businessq\/\">BusinessQ<\/a>&nbsp;consulting service is designed to identify opportunities to your business, both internally and externally to embrace, the people, tools and technologies to&nbsp;<em>Empower Leaders, Transform Communities&nbsp;<\/em>in transforming your firm from Good to Great!<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Our&nbsp;<a href=\"https:\/\/www.qfactor.com.au\/projectq\/\">ProjectQ&nbsp;<\/a>consulting service is designed to support you in planning, executing and leveraging the optimum results from those opportunities as we&nbsp;<em>Empower Leaders, Transform Communities&nbsp;<\/em>in transforming your firm from Good to Great!<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Our&nbsp;<a href=\"https:\/\/www.qfactor.com.au\/uniq\/\">eQuip &amp; Empower service<\/a>&nbsp;is designed to train your team&nbsp;<em>Empowering your Leaders to Transform Communities&nbsp;<\/em>in transforming your firm from Good to Great!<\/p>\n","protected":false},"excerpt":{"rendered":"<p>The Culture Code &#8211; Is there such a thing, can we codify the creation of culture? Working together makes the world go around. Everyone needs a helping hand now and then to get their ideas going, even the most brilliant [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":1014,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[9,5,3],"tags":[],"class_list":["post-1013","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-businessq","category-change-management","category-people-and-culture","clearfix"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Culture Code - Murray Slatter<\/title>\n<meta name=\"description\" content=\"A healthy and productive group dynamic\u00a0is\u00a0possible. 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