3 origins that create organizational culture – Part #2 by Arthur Carmazzi
In this video, Arthur Carmazzi will share the second of three origins that create organizational culture.
The 2nd Origin of Organizational Culture is People and Hiring
there are 3 elements of this organizational culture origin, they are
- The Emotional Drivers that people have, and how important that to understand before we hire people.
- The Perception of Personal Value employee have in the organization… do they personally feel they are making a big contribution?
- The mindfulness of communication processes and what that means to sanity
Why often Hiring High Achievers and High Performers Fails
According to this study with 60 different teams across multiple industries, performance and eventual attitude of team members is directly related to Emotional Drive Mix that each team member has.
The attitudes and power of teams comes from the Emotional recipe of the Team Members and the natural leaders who rise from these recipes.
The power to lead well, or just having good leadership, is NOT always about Leadership skills. Leaders emerge from a team or group by virtue of the group itself. According to Arthur Carmazzi, they guy who wrote this book, these leaders are called, “Axis Leaders”. Axis Leaders naturally emerge from a group because they connect the team through unifying and connecting emotional drive. But not every group can produce an Axis Leader. Some teams are like a cocktail of wine and goat piss, there is no way, no matter how you dress it up, that they will ever work well together. Also, an Axis Leader in one group, may not be the Axis Leader in another with a different combination of emotional drivers among its team members.
Many teams have a “defined” Leader with the official Leadership title and they often become moderators or go-betweens in dysfunctional teams and waste a lot of time. If however, the team has a good mix and there is an Axis Leader who is not the official leader, the leadership will have an advantage if they collaborate with the Axis leader. Of course, this requires leaders without over active egos. Since people in a group bring out different characteristics, attitudes and even competencies in an individual
This is the Leaders “Ambiguity Relief” Brain process which can be seen at www.coloredbrain.com. Since our ambiguity relief process determines how structured we think, how much detail we need, how we approach and solve problems and the action sequences related to clarity and achievement… these factors ultimately affect policy (or the lack of it), structure and bureaucracy (or the lack of it), style of company and internal communication, and the potentially handed down “Success Strategies” in the creation of an organizational culture.