{"id":547,"date":"2018-06-12T16:05:25","date_gmt":"2018-06-12T06:05:25","guid":{"rendered":"http:\/\/www.q3ed.com\/?p=547"},"modified":"2018-06-12T16:05:25","modified_gmt":"2018-06-12T06:05:25","slug":"a-winning-culture-a-culture-code","status":"publish","type":"post","link":"https:\/\/murrayslatter.me\/?p=547","title":{"rendered":"A winning Culture – A Culture Code"},"content":{"rendered":"

In The Culture Code Daniel Coyle explores and answers two primary questions: Where does great culture come from? And how do you build and sustain it in your group or strengthen in a culture that needs fixing?
\nFrom his discovering journey visiting extraordinarily successful organizations\u2014U.S. Navy\u2019s SEALS Team Six, San Antonio Spurs, IDEAL Pixar, Union Square Hospitality and more\u2014he concludes that \u201cWhile successful culture can look and feel like magic, the truth is that it\u2019s not. Culture is a set of living relationships working towards a shared goal. It\u2019s not something you are. It\u2019s something you do.\u201d
\nThe doing of culture is synthesized in three critical skills.<\/p>\n

    \n
  1. Build safety\u2014\u201cexplores how signals of connection generate bonds of belonging and identity.\u201d<\/li>\n
  2. Share vulnerability\u2014\u201cexplains how habits of mutual risk drive trusting cooperation.\u201d<\/li>\n
  3. Establish purpose\u2014\u201ctells how narratives create shared goals and values.\u201d<\/li>\n<\/ol>\n

    Up front, the author previews how \u201ceach part of the book is structured like a tour: we\u2019ll first explore how each skill works, and then we\u2019ll go into the field to spend time with groups and leaders who use these methods every day. Each part will end with a collection of concrete suggestions on applying these skills to your group.\u201d
    \nWhile addressing big ideas, Daniel Coyle personalizes his narrative, describing how restaurateur extraordinaire Danny Meyer, \u201cis relaxed and alert but unhurried. His voice is steady, with a Midwestern earnestness that\u2019s vaguely reminiscent of Jimmy Stewart.\u201d Like the wisdom of characters played by that famed actor, Danny Meyer brings extraordinary insight, prioritization, and systematization to his work.
    \nWhen it comes to systemization, Meyer relentlessly pushes \u201chis leaders to seek opportunities to use and model the key behaviors. He began to treat his role as that of a culture broadcaster.\u201d He explains: \u201cYou have priorities, whether you name them or not. If you want to grow, you\u2019d better name them and you\u2019d better name the behaviors that support the priorities.\u201d Priorities in a Danny Meyer restaurant are: one, colleagues; two, guests; three, community; four, suppliers; and five, investors.
    \nCatch phrases convey the essential cultural ambiance Danny Meyer so relentlessly pursues. Some of the many are:<\/p>\n

      \n
    1. Connecting and collecting the dots<\/li>\n
    2. One size fits one<\/li>\n
    3. Put us out of business with your generosity<\/li>\n
    4. To get a hug, you have to give a hug<\/li>\n
    5. Athletic hospitality<\/li>\n
    6. Creating raves for guests<\/li>\n<\/ol>\n

      Informed by place-anchored values, from having grown up in St. Louis, his hiring strategy tilts towards people from the Midwest. While the wait staff might share the orientation of those drawn to New York for the excitement, edgy energy, opportunity, at the core they bring Midwestern goodness to their work, to their purpose of creating great experiences for their guests.
      \nModeling the best nonfiction writing, Coyle sprinkles his pages here and there with side comments that provide another perspective, a contextual reference, a complementary insight that promotes reader engagement, thereby deepening message relevance.
      \nFor example, Cooper, the Navy SEALS\u2019s \u201cthe best in creating great teams,\u201d was attracted to the SEALS by a history teacher telling him, \u201cSEALS are highly intelligent, copious readers.\u201d This seemingly counterintuitive statement deepens readers\u2019 engagement, for most perceive SEALS as uber warriors, excelling at physical confrontation, so the author\u2019s positioning them as cognitively deep is a juxtaposition. But then as you read on, it all makes sense, because SEALS must master much information, which facility is reading enhances.
      \nThe SEALS\u2019 extraordinary cohesiveness is fundamental to their potent effectiveness, for SEALS epitomize the proposition that the shared experience of physical challenge builds cohesion. Tellingly, central to the SEALS\u2019s effectiveness is a probing After Action Review, a truth-telling session led not by commanders but by enlisted men.
      \nThese reviews are structured around five core questions:<\/p>\n

        \n
      1. \u201cWhat were our intended results?<\/li>\n
      2. \u201cWhat were our actual results?<\/li>\n
      3. \u201cWhat caused our results?<\/li>\n
      4. \u201cWhat would we do the same next time?<\/li>\n
      5. \u201cWhat will we do differently?\u201d<\/li>\n<\/ol>\n

        Daniel Coyle relates the fascinating research story about four person groups tasked to build the tallest possible structure using marshmallows, a yard each of string and transparent tape, and 20 uncooked spaghetti. Surprisingly counterintuitively, kindergarten teams dramatically and consistently outperformed groups of lawyers, CEOs, and business school students.
        \nBusiness students prioritized what \u201cpsychologists call \u2018status management\u2019 they are figuring out where they fit into the larger picture . . . their interactions appear smooth, but their underlying behaviors are riddled with inefficiency, hesitation and subtle, competition.\u201d All of this distracts from the task at hand.
        \nBy contrast, \u201cthe kindergarteners\u2019 action appear disorganized on the surface, but when you view them as a single entity, their behaviors are efficient and effective. They are not competing for status. They stand shoulder to shoulder and work energetically together. They move quickly, spotting problems and offering help. They experiment, take risks, and notice outcomes, which guides that toward effective solutions.\u201d
        \nAs Coyle observes, \u201cThe kindergarteners succeed not because they are smarter, but because they work together in a smarter way. They are tapping into a simple and powerful method in which a group of ordinary people can create a performance far beyond the sum of their parts.\u201d The Culture Code \u201cis the story about how that works.\u201d
        \nSan Antonio Spurs coach Gregg Popovich\u2019s NBA\u2019s team \u201cranks as the most successful team in American sports in the last two decades, winning five championships and a higher percentage of games than the New England Patriots, the St. Louis Cardinals, or any other storied franchise.\u201d Gregg Popovich excels in creating an environment that facilitate his teams consistently, far more than any other NBA team winning games that \u201cmeasured by their players\u2019 skills, they had no business winning.\u201d
        \n\u201cPopovich, sixty-eight, is a hard-core, old-school, unapologetic authoritarian, a steel-spined product of the Air Force Academy who values discipline above all. His disposition has been compared to that of a dyspeptic bulldog, and he possesses a temper that could be described as \u2018volcanic\u2019 with much of the lava being funneled at his star players.\u201d
        \nFrom observing the Spurs, \u201cIt\u2019s not hard to figure out why Popovich\u2019s teams win, because the evidence is in plain view on the court. The Spurs consistently perform the thousand little unselfish behaviors\u2014the extra pass, the alert defense, the tireless hustle\u2014that puts the team\u2019s interest above their own . . . What\u2019s hard to figure out is how Popovich does it.\u201d
        \nAssistant coach Chip Engelland, explains, \u201cA lot of coaches can yell or be nice, but what Pop does is different. He delivers two things over and over: He\u2019ll tell you the truth, with no bullshit, and then he\u2019ll love you to death.\u201d
        \nPop succinctly states his coaching philosophy essence, \u201cWe gotta to hug \u2019em and hold \u2019em.\u201d
        \nIn his discovery exploration extraordinary is a diverse settings and contexts, the author encounters individuals possessing \u201ctraits of warmth and curiosity\u2026they were polite, reserved, and skilled listeners. They radiated a safe, nurturing vibe. They possess deep knowledge that spans domains . . . asking questions . . . ignited motivation and ideas.\u201d
        \nThe Culture Code does not disappoint, for Coyle eloquently, evocatively, effectively informs and illuminates the true meaning of \u201cculture as derived from the Latin cultus, which means care.<\/p>\n","protected":false},"excerpt":{"rendered":"

        In The Culture Code Daniel Coyle explores and answers two primary questions: Where does great culture come from? And how do you build and sustain it in your group or strengthen in a culture that needs fixing? From his discovering […]<\/p>\n","protected":false},"author":3,"featured_media":548,"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":[10],"tags":[],"class_list":["post-547","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-leadership","clearfix"],"yoast_head":"\nA winning Culture - A Culture Code - Murray Slatter<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/murrayslatter.me\/?p=547\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"A winning Culture - A Culture Code - Murray Slatter\" \/>\n<meta property=\"og:description\" content=\"In The Culture Code Daniel Coyle explores and answers two primary questions: Where does great culture come from? 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Building and leading high-performing teams is crucial to achieving organizational success. In this blog post, we will explore strategies for building and leading high-performing teams. 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It is the shared value that underpins every decision and action, turning risk management into an instinct rather than a protocol. 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