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Designing Your Workplace Culture

In 2020, the way we worked changed dramatically overnight. The COVID-19 pandemic, Black Lives Matter and the anti-racism movement, a contentious US election…

The events of the last few years have irreversibly impacted organizational culture. How we acknowledge and respond to this impact will continue to shape our cultures in 2021 and beyond. Join Jennifer Collins on December 9 to learn how we can understand the new employee experience and design a culture for 2021 that ensures our people, teams, and organizations remain high performing, even in the face of continued disruption.



okay uh so hello and welcome to everyone uh before we get started i just wanted

to um provide you with a few housekeeping notes we will be recording this webinar

today and it will be posted onto our website afterwards there will also be a q a session after

the presentation so please feel free to type in your questions in the q and a function at any time and we we will read

those out during that session so to start off most of you know uh who i am by now

and if not i welcome the opportunity to get acquainted i’m marie mold and i’m the manager of

stakeholder engagement here at electricity human resources canada thank you for joining our webinar today

on designing culture for 2021 with our very special guest today jennifer collins

in our most recent report um that we just launched yesterday actually powering through

together over 95 percent of the respondents surveyed felt that their pandemic adaptations

have strengthened their company culture building a strong team overall i think

that’s really great news for for our industry the question is how do you maintain that culture

you have built moving forward so the report is available and it is on electricity if you

want to have a look at it i’m very delighted now to introduce our presenter jennifer collins

jennifer is the ceo of hazel and colin associates a leading boutique management

consultancy delivering transformative leadership culture programs

jennifer is recognized as an innovator in the evolution of leadership and culture working with executives

teams and organizations to accelerate strategic imperatives while optimizing people and process

performance a strategist at heart jennifer understands how to assess the landscape

of an organization to design a plan that aligns people around a shared vision

as an icf certified executive coach jennifer’s passion is inspiring leaders to inspire others

she is skilled at developing high performance cultures that build leadership bench strength and deliver meaningful

business results welcome jennifer we’re thrilled to have you here today and now i’m going to switch this over to

you fantastic thank you so much marie it is such a pleasure to be here who

wouldn’t love i mean big passion of mine culture people leadership so to get to talk to

about it for an hour is a gift um and i’m sorry i can’t see

everybody but i’m glad to see you’re here i can see participants rolling in um

as we go i’m just going to start sharing my screen and if you could bear with me i’ll get

that up and going right now

and here we go

okay so welcome to the conversation um and what we’re talking a bit about

today is how do we design workplace culture for 2021. um and marie i think

it’s fascinating the outcomes of the report being that the organizations

that participated feel that their adaptability and agility over the past year has actually fostered

more high performance in culture moving into 2021 and actually the research is telling us that that is

true so that feeling that gut i’m sure some of some of you have done assessment and survey

it’s very true we actually made some really great gains over the past year if if something good

did come of it we did see some improvements in our organizational culture and now

the opportunity is to really understand what were those improvements and how did

we make them which of those improvements are actually sustainable

into 2021 and how do we lead that culture moving forward so this

morning i’m going to talk a little bit about um i’m going to talk a little bit about

culture from a reflective point of view let’s reflect back on what’s happened

this past year as a means of forecasting what will be needed and necessary

in terms of our leadership and our organizational cultures moving forward and i love even though we’re doing

webinars i love there to be some interactivity so i’m using a tool this morning called

poll everywhere and i’m going to invite you right now to either pick up your phone

or open a separate web browser and on your web browser you go to

and you enter hca and you’ll see some live questions coming up we have a couple

near the front end of this presentation alternatively you can go to your cell

phone and open up your messenger messaging app and

go to 37607 so in the telephone number just type 37607

and you’ll be able to put in a code to respond to us via text

and that code is actually hca so you’re texting hca to 37607

okay we’ll have another chance to look at those instructions in a second

um so marie thank you very much for the introduction um i won’t spend too much time here i’m

jennifer collins um i’m the ceo of hazel and collins associates and as marie said

our focus as an organization is on culture strategy and leadership strategy

so how do we design cultures in our organization that enable us to achieve our business

imperatives and that’s an important note there culture is not

fluffy stuff culture is not a feeling alone it’s not a checkbox that hr takes care

of culture really is as important if not more important than having a clear strategic direction and

clear business imperatives for an organization so how do we create a culture that enables our businesses to thrive

and then how do we support our leadership in adopting the mindsets the behaviors

and the leadership competencies to lead that desired culture that’s where we focus

and a lot of the research and insights that we’ve garnered over this last year from our clients is

what i’m going to share with you this morning we have about half an hour of me being a

bit of a talking head and then we’re going to have time for q a so please use the chat

in fact why don’t you say hello to each other in the chat now let us know where you’re calling in from

or attending from and marie is going to track what’s happening in the chat so that we can

answer some of your questions in the last half of this hour

hi charlene nice to see you how deep is the snow in alberta but it’s deeper than the few centimeters

we got here hello narav nice to see your name fantastic

only a little deeper okay welcome to the conversation guys great to have you here

um i’m going to show you this slide for two reasons so for those of you who are saying who’s

this woman what experience does she have here’s the experience that we’re bringing to the call

we’ve worked with organizations across industry for many many years for those of you who

aren’t as interested in who we’ve worked with i share this slide to say this

every organization no matter the size whether it’s a seven person charity or

a startup or a six 000 person fintech or a 60 000 person manufacturing

org whether you’re not-for-profit private sector public sector

leadership and culture impacts your business’s ability to deliver so no matter our size this is an

imperative for all of us here and here we go we’re talking about

culture today and i can see some of you are already answering the question in our poll everywhere poll

how do you define culture so if we’re going to keep using that word i want to understand how you defined it

and please feel free to submit so it’s the experiences norms and way of life for employees

absolutely it’s the attitude and atmosphere that’s present yes it’s

living breathing palpable environment in a workplace it’s mindsets it’s shared

beliefs and values it’s goal focused we’re describing it someone here has

said i describe i’m assuming your organizational culture is open agile and collaborative

yes those are all behavioral aspects of some cultures and organizations

all of these definitions are true culture is the dna of our organization

it’s what differentiates us from other organizations and our competitors it’s how we go about meeting our goals and

missions it’s how we interact with each other it’s how we interact with system structure and process

in our organization and for today i really want to capture it in just a

few succinct words so here’s the definition that we use in the work that we do

and i’m going to leave the slide up for a second because it’s quite complicated and here it here it is

it’s the way things are done around here so obviously i’m joking not complicated

quite succinct it’s the way things are done around here and this is a definition that comes out of harvard

iliad and barrett value center it is the way that we get work done it’s the values

symbols behaviors and assumptions that we bring to work every day culture is the key factor that

differentiates one group from another and if culture is all that

what is leaders role in culture everyone on this call is a leader

whether you’re in an executive position or not if you make a decision that impacts other people or if you’ve been

empowered to make decisions in your organization you are a leader so what’s a leader’s

influence culture is a direct reflection of

our leadership our personal beliefs values and behaviors culture

is a reflection of our executive teams leadership style their beliefs their

experiences their successes and their failures it’s a reflection of the people that

come to work every day and what they believe about how we need to interact in order to get work done

so it’s so important that when we look at culture we don’t just assign it to a particular

function in an organization like hr but we look at it as something that we

are responsible for especially at the senior and executive level as we make those strategic big decisions

about business imperatives and that culture is something that we impact

so as we talk about designing for 2021 think about this as our work or your

work and not the work of others in the org

okay so here’s another thing i’m going to ask you to do today as we walk through designing for 2021.

i’m going to ask you to really hold what i call a dual perspective

so you know many events in 2020 offered us a moment of truth

covid 19 the black lives matter movement social justice in general health mental

health awareness leaders are rightly asking themselves are our choices and actions right now

reflecting our culture and the purpose and values that are going to sustain us and define us today

and tomorrow so today i’m going to ask you to hold these two perspectives

to create insight and value for the short term and the long term by both reflecting

and forecasting at the same time guys we need to get out of the weeds and

that’s the invitation today is let’s get out of the weeds get up on the balcony and take a really big

picture view of what has happened this past year and how that is going to help us design

moving forward how did the choices we made over the

course of 2020 impact people culture and community

are our choices right now supporting us as we move forward

will the culture that we’ve created in the past what eight twelve months will it be

sustainable will we be able to maintain that level of adaptability the level of communication as we move

into 2021 and beyond and how do we need to adapt our own leadership style and approach in this

more virtual world to lead moving forward

back to the polls again and someone’s already participating so you tell me when it comes to 2021

which strategic driver do you believe is a critical bet for your organization

and in this particular pool you can just type a b c d e f g h i and i think it will let you

just pick one and we understand that there are more than one feel free to put comments in the chat as

we go along but again we’re asking which strategic driver do you believe is a critical bet

okay so diversity equity inclusion absolutely um so to be

frank as these come in i’ll share with you um we were did a different um a conversation around

this with a different group of executives about a month ago and asked the same question

and yes diversity equity and inclusion was absolutely the number one critical bet

going into 2021. employee engagement a little focus on talent management and

retention purpose values and behavior work digital acceleration performance management

customer experience okay here’s what’s

really interesting about culture is when aligned with strategy

no matter what your critical bet is for 2021 culture is the driver

of those critical bets and a strong culture is going to drive positive organizational outcomes across

all of these different imperatives whether it’s engagement digital acceleration performance

resilience innovation even understanding whether or not we have a culture that is

enabling diversity equity inclusion equality belonging all of this is

is born out of our culture a thriving culture is really no longer

nice to have it really is an essential investment that you can make in your organization

impacting internally employee engagement digital acceleration externally

it impacts customer satisfaction talent attraction and fiscally your profitability your

shareholder value and here’s the my favorite little slide

to sort of wrap this up in a bit of a bow when the winds of an organization

when your strategy your missions your vision your plans your goal

are at odds with the feelings in the organization what people think they want what they’re

looking for the direction that they’re headed performance suffers the degree of

transformation we saw in the first six weeks of this pandemic was equated to five years of

of change at our pre-pandemic pace so let me say that again the degree and the amount of

transformation that we saw in the first six weeks of the pandemic starting in mid-march

was equated to five years of change at our previous pace which was already

record high for us to be able to keep our people aligned to that pace and to

direction we have to be paying attention to their feels feelings beliefs values and

behaviors last slide why culture why now we’re

busy we’re tired we have so much on the go 2021 is coming we’re all looking forward

to coming back in with new revived energy and we have so much work on our plates

so why delve into culture well if we’ve ever needed an engaged talented purposeful people in

our workforce ever tell me when we’ve needed it more than now convince me

because i think it is now with all these positive correlations culture is ultimately the thing that’s

going to streamline and enable you through this next year to keep up with

the amount of change and transformation that will be needed and to keep up in a way that satisfies

the new employee experience that was created this past year by the decisions you made in how you

would lead through this unprecedented period of time

i’m going to share with you some results that will allow us to reflect and

forecast and this is a global perspective

and we’re now again doing that essential reflection i’m sharing results from a global

culture survey conducted by barrick barrett values center this year we engage with

organizations in diagnosing culture understanding measuring and we utilize barrett’s culture

assessment to really obtain an accurate um i’m going to call it mri of the organization

barrett has over 21 years of experience they’ve worked in organizations they’ve even assessed

the cultures of countries with four million assessments complete i

trust their insights and i hope you do too so as we look at these aggregate results

imagine how valuable it can be to do culture survey in your own

organization so here we go let’s reflect

personal values so personal values are these are the values that people

bring to work every day they’re who we are they’re the values that we hold

they’re in who we hire and who arrives at our door and we invite our employees to work for

us and they bring some of those personal values to work and sometimes they’re asked to leave some values at the door

because they’re not practiced in the organization personal values are fairly consistent

over time but when life conditions change it can cause people to shift their values

and re-evaluate priorities and as a society we have absolutely seen a shift

in people’s priorities how could we not every aspect of our life

was impacted our our elderly parents were impacted our own health and well-being our finances were impacted

um society was impacted our social circles were impacted um your people who you hired

pre-pandemic have shifted their priorities they’re coming to work and they’re different than they were

when we compare our personal values today with our values pre-covered we’ve seen

four new priorities peak people are priority prioritizing making

a difference so really wanting to be part of making a difference in this world their community

and their organization they’re prioritizing adaptability they’re also prioritizing well-being and

caring continuous learning and family were always present

pre-covered however they’ve increased in priority well-being in fact has shifted

from being number 26 on our priority list of personal values to number five

so take that in for a second and now focus forward what are you doing in 2021

as an organization to engage with people along those values in order to foster

connection with your people what system structure process in place what

initiatives do you have in place to really enable adaptability well-being caring

to continue in the year to come here’s another reflection here we see a

shift in key business focus areas so we see here that the traditional

process focus of finance and effectiveness especially true in utilities as well

has actually shifted or to a focus on agility and innovation so our traditional focus has changed

we’ve also increased our focus on employee well-being over this past year and we’ve increased

focus on direction and communication there’s been so much accessibility

between our executive and senior leadership and all people right down to the front line

that employees now expect it moving forward in fact during coved results orientation

in organizational behavior shifted from number two to number 25 in priority achievement

focus shifted from number six to number 50 there’s been a massive shift in where

we’re focusing on these key business areas and again from effectiveness and finance

to people innovation engagement so those positive culture enhancing

shifts are creating a new employee experience so here’s our reflection again the

pandemic and social justice movement have caused organizations to really put focus on people’s needs

and you know through the summer months for example organizational cultures reflected the importance of employee

health work life balance the pandemic also disrupted business operations we

saw organizational cultures respond with unprecedented levels of adaptability and

agility which you you yourself found in your orgs covid19 cleared away rigid structures

to embrace change and to ramp up innovation we couldn’t function in that week when we were told

to go home with the hierarchy and the bureaucracy and the rigid system structure and

process that were in place we were having to find new ways of doing things

so now focus forward the employee experience used to be performance now it’s people focus

it used to be about control now adaptability used to be hierarchy now it’s about

working together so what is your current employee

experience what expectations did you create that you will be asked to meet in 2021

and will that experience that’s expected is it the actual experience that will enable you to

continue to achieve your business imperatives and to stay competitive in the face of global

digital transformation increased innovation and agile industry competitors

are the expectations sustainable we worked with one organization the level of communication that was

expected was not sustainable they could not maintain that

so had to create a new employee experience in the past few months to sustain the organization moving

forward when we asked people to describe the

behaviors and priorities that would help us recover so your people when we’re

asking them what will help us recover um we’re seeing that there’s a strong

alignment between what people experience this past year and what they want moving forward

people are not asking to really go back to the way things were in fact i don’t think we can ever go

back we are changed in fact when we analyze how confident

employees are that the shift in focus that was made this past year is what’s needed

confidence has actually tripled since the pandemic this means that the cultural shift

brought about by our response to covet to the black lives matter movement into

the other major life-changing events of this year now more than ever are what people want

moving forward so here’s the forecasting again

do you have an organization who is emphasizing employees desire

for engagement innovation continuous learning open communication

teamwork digital connectivity these are all going to be drivers of those business imperatives that you

have on your plate moving forward i thought it would be helpful instead of

talking about research to give you a couple real examples so these are a couple of clients we’re calling them company a and

company b for today who have done an evaluation a culture diagnostic

to understand what has changed in their organization and i just thought it was really compelling to share some real

information and to just show you how drastic the new expectation can be so in this

particular case collaboration innovation and teamwork

was part of the organization’s dna already this was how we would describe their

culture and we want even more focus on it but employees identified

new focus areas so where before they weren’t prioritizing now this

organization’s employee is prioritizing accountability agility information sharing employee

engagement transparency professional growth continuous improvement they have a real expectation for culture

evolution another organization similar type of

results so in this particular case company b

charlene i know i want to work for company a totally get it it’s great organization

too i’ll let them know you said that um so company b we have an accountability

culture we have a continuous improvement culture we have a teamwork culture and you may get the feel here that

there’s a bit more of a manufacturing component in this organization very very uh target

related numbers related accountability continuous improvement but new focus here we want to see

employee engagement recognition open communication as our priorities heading into the next

year and again when i say new focus these are focuses that they’re not seeing today

but feel are necessary moving forward so just to wrap this it’s to say

we have to understand the employee experience and how we change that experience and then ask

ourselves can we create it moving forward to design that culture for 2021

and here’s my favorite quote and this is now back to us as leaders

95 of our assets drove out of the gate and it’s our job to ensure that we

maintain a working environment and a culture that brings them back every morning and jim made this quote well beyond well

before this 2020 crazy year well guess what in march

95 of our assets drove out and didn’t come back and now we’re trying to create a place

where people are willing to come back to a screen every morning to stay focused when their

kids are in the background when they’re distracted by the laundry that’s in the corner of their home

office in some cases or in situations where we have frontline workers who are

working in you know scary conditions where we’re worried about covet where

there’s more system structure and process to keep us healthy and safe

we have to figure out how we as leaders take on the mantle of culture

and really drive what’s desired and learn to lead in a different way in

order to do that so a couple of tips a couple of ideas

how can you design your workplace culture well the decisions you make affecting your

business model strategy and the well-being of your employees is directly tied to culture understanding the shifts

is what’s being called for and it offers you a huge advantage so consider engaging your organization

in the important work of defining their desired culture

and you know i had someone refer to this as uh crowdsourcing and it sounds silly but in a way it is

we want every person in the organization to tell us what they’re experiencing

what they’re expecting and then to be able to help us connect the dots so we can design for

action if you have any aspirational goal or

vision in 2021 that you know is going to require a mindset and behavior shift in your

employees a new way of acting leading or behaving could be new strategy direction

think back to all those you know require big bets that we had

all of our strategic business imperatives if any of these require people mindset shift we know we have to

address culture in order to make it happen consider culture versus employee

engagement alone and employee engagement is very valuable it really does have its space in place

but now is the time to go a bit deeper it’s a simple formula as your culture

improves so does your employee engagement it makes your team more productive

etc engagement is about showing up at work every day

and how you feel about it so are you showing up and do you feel good about the work you’re doing culture is deeper and more

telling right now it’s about are we doing the right work in the right way and feeling good about

it culture really gives us a bit more of a holistic approach to workplace strategy

than engagement alone

also number two be prepared to meet your people where they’re at

so frankly they outnumber you if you’re a leader our people our

frontline people are the people and it’s our job as leaders to create followership and to inspire

action historically when we’ve considered factors that impact workplace culture

executives have ranked tangible items so they’ve ranked

financial performance and competitive compensation amongst the highest measures of workplace culture however in

contrast employees rank intangible elements they talk about culture in terms of

candid communication employee engagement and recognition access to management and leadership

looking ahead leaders and staff appear to still have differing

priorities in terms of what is important about making this organization thrive

so leaders are desiring a greater focus

on um on agility and innovation and a greater focus on

society and sustainability so executives and leaders who are making the decisions about strategy and

business imperatives are more focused on agility innovation

society and sustainability which is quite outward focused staff on the other hand have a very

clear desire for greater direction and communication internal focus

and they want a continued focus on working together by building oops sorry there by building

trust and engagement so here’s the forecast forward again

as we lead our organizations how do our desires between executive

and leaders differ and how can we as leaders understand that

difference and understand that different perspective in order to meet our people

where they’re at and bring them with us into that agile

innovative future focused culture in a way that creates alignment versus

disconnect you know if we’re not careful as senior leaders and executives we’ll move

forward and not meet the needs of our people they won’t come with us which will create a lot of

we’ll lose a lot of that positive cultural impact that we had

in order to do that tip number three we really need to focus on having

balanced leadership in our approach and our style and this is essential in 2021 and beyond balanced leadership

has always been important but now more than ever as leaders and as we build leaders

there needs to be a balance on both relationship leadership and task leadership so

we get back to that dual focus again are we building leaders who have a high degree

of empathy compassion and emotional intelligence are they good strong communicators

are they able to connect with people virtually through email through video

are they able to inspire and empower and at the same time have that people

focus but also remain very clear and purposeful in their direction prioritization

execution and in change management and often leaders are stronger in one

than the other our absolute imperative is to build this balanced leadership and enable people to embrace

both coming to the end here and then we can

open for q a i can see some coming in but please feel free to put your questions in here

and daryl i can see your question yes we’ll be able to share the deck in fact this session’s being recorded so

you’ll have the recording i believe marie can talk to that a bit more um but here’s sort of a last tip and

it’s do not rely on new strategy and structure alone so this model is called the influence

model and it actually comes out of mckinsey and essentially their work determined

that about three quarters of change and transformation initiatives failed because leaders don’t pay

attention to the mindsets and behaviors of the organization we put our emphasis on well let’s write

a new strategy that will enable us to you know achieve new business imperatives in 2021 and beyond or

let’s restructure or reorganize in order to achieve that but we have to look at all four levers

equally is the strategy and vision that we have for 2021

actually compelling to our people does it meet their expectations does it meet their new

priorities um are do they know what’s expected of them and is it meaningful

yes reinforcing mechanisms system structure process do we have and have we adopted our

adapted excuse me our systems and structures to enable us moving forward

role modeling are the leaders in this organization ready to lead in a different way

honestly what got us here as leaders will not get us there we have to evolve and adapt

and are we role modeling that communication style the direction the balance

leadership approach that will take us there and then finally do we have the skill and capability in our businesses to

thrive do we have digitally fluent employees do we have employees with balanced

leadership do we have individual contributors who are willing to take on the mantle of leadership and innovate every

day last but not least i’ll just share with

you this quick snapshot from utilities specifically and really what we’re seeing here within

this industry is what we see globally we see that pre-covet there was a really

strong emphasis in our culture on performance and connections being maintained through

community involvement a lot of our frontline employees our engineers our field techs our

technicians are in the field are in their communities during coved

we saw some scary things and some good things we saw stress actually reduced by 12 in utilities we

saw long hours down by 26 less emphasis on cost reduction

support for stay at home for people who needed to and we saw an increase in information

sharing what’s desired in utility specific very similar to the global

picture working across groups has become key so enabling digitally and

in other ways cross-group collaboration breaking down silos that existed before

there’s a clear call again for ongoing direction and communication how do we maintain that as an executive

and senior leader with everybody up down and across the organization

people want innovation new approaches new ways of doing things the breaking down and the continued

lessening of bureaucracy and hierarchy and there is still and remains a desire for

a more supportive workplace a workplace that’s focused on people and employee well-being

so the question i leave here is and this i think is the question we need to ask all of our people when we’re designing

for 2021 how can our industry learn from this current situation

to create a more cohesive approach to our culture in the year to come

and with that i opened to questions and maria i went a little bit long um oh

that’s fine but happen to hear from you or from people

please sure um i’m just gonna start off i saw something in the chat here um and it was a question um

this the question is is this also related to generation gaps in the workplace which i think is a great

question new cultures versus legacy thinking

so could you repeat that last half just very quickly uh new cultures versus legacy thinking

yeah so um so we did do a when we took a look at

this we did do a generational um cut so we did look at how the past year is impacted

across different generations and what i would ask there is if you’d like to email

me directly or marie directly whoever asked that question i can share that information there is a bit of a

difference in generational experience but the number one thing that is the

same across every generation is the the need and the focus on adaptability

and with adaptability we have to lessen hierarchy bureaucracy control

we have to look at system structure and process that is actually flexible and that

enables people at all levels to make decisions and to be engaged in those decisions

when we talk about legacy culture so culture is often

driven by legacy beliefs behaviors values system structure and

process it’s the way things are done around here and it’s the way things were done and we

haven’t questioned it ever new generations coming in they don’t necessarily know what those

legacy issues are but it’s very contagious um

i you know i hate to do this i’m going to tell a very quick story is that okay marie yes please

it’s a an experiment that was done and my colleagues listening here she’s probably rolling her eyes that i’m

telling this there is an experiment done in which they took

three monkeys i don’t mean to compare people to monkeys but monkeys are very intelligent

animals bring them into a room and they give them a bunch of blocks and

they hang a bunch of bananas at the top of the room and the monkeys look around at each

other they see the blocks they’re very industrious they build the blocks up this actually happens in the experiment

they build the blocks up in order to be able to reach the bananas but when they do reach for the bananas

they’re actually blasted by some cold air or some people say it was cold water

from a pipe that they didn’t notice so there’s a there’s a hand slap essentially and the

monkeys go down the blocks and they think oh gosh and they try again they go for the bananas but every time they reach for it

they get blasted by the cold cold air well the scientists they take out one of

the monkeys and they put in a brand new monkey so these are your new employees coming into the organization

and that monkey looks around and says hey guys why aren’t you going for the bananas like seriously does no one see

this and he builds up the blocks and what do you think the two existing monkeys do they stop him

they hold him back they basically tell him not to go for the bananas and that monkey listens eventually the

scientists switch out everybody at all three monkeys and now there’s three new

monkeys in the room who have never experienced the blast of cold water but they still don’t go for the bananas

and that is legacy culture i hope that was a fun story i can see other questions

coming in yeah i’ll start off with the the first question that we have in our q a uh what do you think would be the impact

of increasing deplayment of automation and ai in work process

in sorry in work processes on corporate culture corporate culture impacted negatively or

positively um corporate culture impacted positively if we take the time

to engage our people in the decision making around it the mindset shift that it’s going to

require and really communicate and understand from from them what it means so i do

think that that that is a major shift that’s happening in industry

and there’s many people who are on board but it is going to change our experience in the workplace why

people come to work and if we just go do it you’re going to

have you know a lot of dish disengaged people who see this as again going back to some system

structure process that isn’t necessarily enabling connectivity social community etc but if we can

understand where our culture is at we can understand the levers required to bring them along

so i strongly believe that any real business transformation if it

is you know a smart business transformation that will that will support an

organization’s success anything that will support organizational success

can improve culture if we pay attention to the mindsets fears beliefs and behaviors of the

people and potentially make some real decisions about who in the organization can

embrace that culture because they have the leadership capability skills etc

and who may not wish to embrace that culture and and frankly should leave

to work in a culture where they do feel engaged

okay thank you thanks jennifer that was a good response um i have another one we have a couple

more i know we’re gone over a little bit but if you’re okay i’ll just do a few more absolutely okay um the next question is

should there be more emphasis on task leadership more than the relationship leadership

um i don’t believe so i don’t believe so

so well what we’re seeing is as organizations start to say we have

to get back to work as usual we’re entering the new norm um most organizations put a major in major

focus on people and well-being through the last year and now we’re seeing a shift where we

are more focused on tasks we’re coming to this end of this year i could see someone in the chat say i’m

more stressed hot increased workload people are starting to feel

tired to be quite frank and if we do focus on tasks in order to

deliver on these major workload issues but we forget about the people focus

this is like a sudden shift for our employees they have come to trust the promises

we’ve made around employee well-being engagement caring connection

and so i do think we need leaders who are really able to maintain that

as a way to enable the task so being able to connect with

people practice emotional intelligence empower and engage

foster teamwork coach and mentor in a in order to achieve those strategic

imperatives manage workload and allow for the courageous difficult conversations we’re going to

be having as we innovate and change in the year to come task is important i think a balance is

essential okay well maybe we’ll do one more

question there is still more but we will try and get those uh those responses back to those people

how does ethics play sorry how does ethics play in creating culture should ethics be documented and

formulated like policy in creating a people focus

oh interesting conversation ethics and this very much connects i

think to diversity equity and inclusion i do think i do think

culture or what we’re desiring to foster in our culture and how we behave and treat people

does need to be documented in the same way that process needs to be documented

but i also believe that you know we we can’t it’s funny it’s the pendulum

swinging from um being too process oriented

and using those processes as rules that restrict our ability to be innovative adaptive and flexible and

yes we want to create process i know lots of organizations are now creating okrs expectations performance management

expectations around culture impact but again we still want those to be

flexible adaptable and innovative or can be innovated upon and we want

them to enable diversity equity and inclusion and organization so people can be authentic to how they

impact culture i hope that’s helpful

you know i i just want to read one more question here because i think this is a really good question i mean

they’re all great questions actually there’s quite a few and i’m really pleased about that um i

think part of empowering employees is to also allow them to show their vulnerability

areas they need support training in especially true for digital competencies can this

vulnerability factor be included in setting objectives what is your vulnerability what key area

do you need support and guidance with as an example yes yay vulnerability

so it’s so funny i feel like it used to be a bad word and then we it was sneaking into leadership

and it’s here so um i believe vulnerability in some ways can be

measured there’s new research coming out that measures vulnerability and there’s also great

research that correlates vulnerability to a culture of trust

which by the way trust in management and leadership is two-thirds

of the questionnaire around being one of the best places to work so vulnerability positively correlates

to leaders who are able to create and foster trust connection and collaboration

and vulnerability also correlates to resilience and i’m not talking just about

resilience in terms of our spirituality and balance of mind i’m talking

occupational resilience so vulnerability correlates positively to organizations

who are resilient in time sorry in times of change and vulnerability fosters resilience in

teams as well as individuals at an occupational level

i do think vulnerability is something we can measure and should measure and will foster

cultures moving forward and i don’t just think that it’s coming out in the research too does

that help would that answer the question do you think marie i do um and again like i said there’s just we

could be talking about this for the next hour because there’s some great questions and some chat happening

but with that in mind i will respect everybody’s time um so first of all i want to thank you

so much jennifer today and all of the participants it was a really great webinar

you can stay informed about some of our future webinars and resources by signing up to our newsletter

on i want to wish everybody the best and to get some rest

and relaxation for this upcoming holiday season and we look forward to hearing from

everybody in 2021 i want to say take care to everybody thank you so much and hopefully we’ll

see you soon bye for now take care everyone be well please and feel free to send

questions we’ll respond afterwards thank you so much thank you

uh [Music]