Walking the Talk

When I studied the Achievement motivation described in David McKelland’s work, I researched how successful people set and used goals.  I concluded that effective goals actually facilitated their own achievement.  The level of stretch, the degree of ownership, the clarity of expression and ease of measurement are strong factors which actually trigger the achievement motivation inside us, driving us to higher dedication.  A goal with the right level of stretch (challenging, but do-able) will produce performance enhancing activities way in excess of a goal that is too high.  The former is likely to deliver a bigger actual result than the later.

So, as at the time of year when many of us are taking this time to set goals for ourselves let’s include some which facilitate the achievement of a culture closer to your ideal.  Here are some guidelines.

Start with personal goals related to your own behavior.  Focus on the one leadership behavior where the gap is greatest between your walk and the talk (the organization’s cultural aspirations or your own personal leadership vision).  If you don’t know what that behavior is, make it your goal to find out, to accept what you find, and to take action.  (AWARENESS, ACCEPTANCE, ACTION).

Measure culture in the smallest available chunks.  If you are measuring culture at the organizational level, ask for and provide data at the level of individual teams.  Ask for and provide new data annually.  Longer intervals between measurements make it difficult to stay personally focused on goal achievement.  Smaller temperature checks between data points provide even better feedback to allow course correction if necessary.  This allows you to set measurable goals with your team.

Treat your culture initiatives with rigor as any other business project.  Deadlines, milestones, reporting.  The rigor of holding yourself and others to account forces you to make culture tangible.

Share your goals.  Even the personal ones related to behavior. Talking about your goals increases the stakes (there is an expectation that you will walk your talk).  It also enrolls others in helping you.  When I told people that I have a goal to become a better listener, and asked them to point out to me when they felt I was not doing that, they became my helpers rather than my critics.

I want 2010 provide you with the opportunity to set and achieve your cultural goals.  I won’t sign off with “good luck” because my mission is to take the ‘luck, chance and magic’ out of cultural aspirations.  As you know, it is not about luck!

(1)