culture

I’m pleased to have co-authored this post with Ben Motteram, aka CXpert. It was previously shared on his site on May 26, 2020.

This week, I’m continuing my series about lessons and takeaways from the crisis we are living through right now.

I write about organizational culture and core values quite often. One of my most recent articles on this topic was about whether or not employees believe in their companies’ core values. In that post, I shared this statistic from Gallup: only 23% of U.S. employees believe that they can apply the core values to their work, while only 27% believe in the values. That’s pretty dismal, and I think I know why that’s the case.

This is a modified version of a post I originally wrote for CallidusCloud. It appeared on their blog on June 14, 2018.

If you want to move beyond cosmetic changes and lip service to real changes in both the employee experience and the customer experience, the first thing you have to look at is your company’s culture.

The customer experience profession has a lot of buzzwords.

Don't believe everything you read or hear on the Internet.

Yea, I know. Your mom probably warned you about that, but I'm just going to reiterate.

It's a fact.

Sometimes well-meaning folks put themselves out there as experts in a field and then think they can provide expertise about an unrelated (or perhaps, ancillary) field, knowing/assuming their followers will buy into what they are saying. With that authority or expertise comes a lot of responsibility - a responsibility to not mislead your audience!

Case in point.

In Team of Teams, General Stanley McChrystal credits his focus on transforming military culture as key to turning the tide in Iraq. He writes that “the role of the leader was no more that of controlling puppet master, but of an empathetic crafter of culture.”