Are you in one of the following situations?
Disengagement is quite common in organisations and it can affect anyone. Sometimes it is temporary, sometimes it is permanent.
Our Culture Change blog this week includes the Seven Seismic Shifts that executives must take to become leaders, practical advice on how to develop the culture of a virtual team, and how great leaders make effective and lasting transformations in their organisations.
During 2015, we’ve found an increased interest in culture among companies.
Those who are motivated to work on their culture in order to achieve future visions have been joined by those who are motivated by protecting their reputations. A result, perhaps, of the latest round of high-profile, culture-driven scandals (see VW).
If you haven't had a chance to read my first entry in this series, ‘Defining Culture… It’s NOT Engagement', for the purpose of today’s discussion, all you’ll need to know is that culture is a separate construct from engagement. Both are absolutely critical and can be aligned. However, the analogy is something like comparing revenue and profit - they are kind of linked, but there are also a lot of variables between them.
At Walking the Talk, we like to use the following definition of culture: