Fulture and Culture Builders

Report by:Sheryl I. FernandoMDM

“Leaders have many roles and responsibilities. They must be visionaries, managers and problem solvers. Whether they are leading a company or leading a school, effective leaders possess similar skills. Some of these skills come naturally, whereas others are developed over time. As these skills are developed, leaders become more effective in serving and guiding others.” (Young, 1999‐2012)

Leaders are key people in an organization. They have a great influence on how an organization would go about its daily operations. The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully and use them to make life better for others. To change this dynamic, you must reset the standard of what’s possible in the relationship between you and your people (Richm, 2010).

There are a number of resources to be found on the different roles of a leader, but for my report, I will only discuss about the “Culture Builder” and the “Future Builder” or the “Visionary Leader”.

I have included some activities for you to evaluate some points on Visionary Leadership in the workplace.

(Visionary Leader)

Martin Luther King, Jr."I Have a Dream“

delivered 28 August 1963, at the Lincoln

Memorial, Washington D.C.

The Visionary LeaderA visionary leader perceives challenges and growth opportunities before they happen,positioning people to produce extraordinary results that make real contributions to life(Kahan, 2011).

Martin Luther King, Jr, did more than have a dream of racial equality in the UnitedStates, he advanced civil rights through a critical juncture in American history. Likewise,executives who foresee the great potential in associations can exert their influence,bringing about profound changes in the ways people associate for the benefit ofhumanity.

Visionary leadership is transformative

Visionary leadership is transformative. Itinvolves greatness, penetrating the ordinary, andreaching through time to bring out the best theworld has to offer. A visionary leader anticipatesevents, influences the future and enables peopleto flourish in fundamental ways. In associationsthis means perceiving challenges and growthopportunities before they happen while

positioning the organization to produce extraordinary results that make a realcontribution to the world (Kahan, 2011).

Visionary leadership requires total involvement, tremendous work, a willingness to puteverything on the line and continuous engagement. Visionary leaders often sufferopposition from all sides. Yet, the payoff is greater than anything imaginable: thepersonal reward that comes from making a genuine and substantive contribution tohumanity (Kahan, 2011).

In addition Kapur (2007) said that “a true visionary leader must, therefore, train himselfto perceive the future societal needs with a business perspective. Viewing theorganization as an outsider, the CEO is best placed to get a fresh perspective and perceivefuture societal requirements. A fresh perspective requires the CEO to forget about theexisting customer and look at the entire world as the future market.”

Often, new ideas sound extremely crazy and face resistance. Therefore, an importantprinciple for the visionary leader is to never give up. To this end, he may communicate hisidea to the outside world and create an "outside‐in" pressure.

According to McLaughlin (2001):

“Visionary leaders are the builders of a new dawn, working with imagination,insight, and boldness. They present a challenge that calls forth the best inpeople and brings them together around a shared sense of purpose. They workwith the power of intentionality and alignment with a higher purpose. Theireyes are on the horizon, not just on the near at hand. They are social innovatorsand change agents, seeing the big picture and thinking strategically.

There is a profound interconnectedness between the leader and the whole, andtrue visionary leaders serve the good of the whole. They recognize that there issome truth on both sides of most polarized issues in our society today. Theysearch for solutions that transcend the usual adversarial approaches andaddress the causal level of problems. They find a higher synthesis of the best ofboth sides of an issue and address the systemic root causes of problems tocreate real breakthroughs.”

Visionary leaders not only have a clearidea of what is possible, they are involvedin bringing it about. Mahatma Ghandi didmore than recognize the value of religioustolerance and sovereignty for the peopleof India, he used his life to make itpossible. Ghandi drew on everything toinstigate the changes he was seeking: hisdiet, his clothing, his community, hisspeech. When a reporter asked him tostate his message for the world, Ghandireplied, "My life is my message."

- Mahatma Gandhi

“My LIFE is my message

In the book Breakthrough Management, Shoji Shiba and David Walden, as mentioned by Kapur (2007), have defined the eight principles of visionary leadership as follows:

Principle 1: The visionary leader must do on‐site observation leading to personal perception of changes in societal values from an outsider's point of view.

Principle 2: Even though there is resistance, never give up; squeeze the resistance between outside‐in pressure in combination with top‐down inside instruction.

Principle 3: Transformation is begun with symbolic disruption of the old or traditional system through top‐down efforts to create chaos within the organization.

Principle 4: The direction of transformation is illustrated aimed by a symbolic visible image and the visionary leader's symbolic behavior.

Principle 5: Quickly establishing new physical, organizational and behavioral systems is essential for successful transformation.

Principle 6: Real change leaders are necessary to enable transformation.

Principle 7: Create an innovative system to provide feedback from results.

Principle 8: Create a daily operation system, including a new work structure, new approach to human capabilities and improvement activities.

The visionary leader needs to create a strong belief in societal change and a philosophy on how the organization must be transformed. To be able to perceive the societal change, s/he needs to be skilled in perceiving what is happening in the organization in the context of the larger societal perspective.

Eight Principles of Visionary Leadership

1. They are imaginativeVisionary people can visualize things easily. When you talk to visionary leaders you canrecognize them from the rest of the crowd because of their imagination. Visionaries canimagine future possibilities in their minds and then explain what they have imaginedclearly. They imagine things that others cannot imagine. Through their imagination theycan draw future possibilities for their organization.

2. They are big‐picture orientedYou can recognize visionaries by their ability to see the big picture. In a group of people,visionary ones talk about the big picture and how various factors link together to createthat picture. They see the whole process and not a single step.Since visionary leaders are big‐picture oriented, they are not attached. They are notworried about why this happened and why that did not happen. They enjoy the wholeprocess. They are patient. They see all the links in the big picture and therefore they donot blame others.

3. They are focused and presentWhen you are in presence of a true visionary, you can feel their power. Visionaries arepowerful because they are focused and present. In other words, focus and presencecreate power.

Since visionaries are present and focused, you can connect with them when they talkabout what they have in mind, when they teach you something, or when they perform atask. People are more drawn to those who are focused and present. That is whyvisionaries have more followers.

4. They are open minded and fan of new ideasVisionaries have open minds. They do not limit themselves to their own thoughts andideas. When you talk to a visionary leader, he or she is open to what you talk about andlistens to your ideas and thoughts attentively.

One thing that differentiates visionary leaders from other open minded people is thatvisionaries tell you their expectations upfront. They give you a big picture of what theyhave in mind. Then they let you be creative and come up with new ideas and thoughtson how to achieve that vision. They encourage you to be as creative as possible andnever afraid of presenting your so called silly ideas.

Seven Signs of Visionary LeadersBy: Kamran Akbarzadeh (2011)

5. They are positive energizersAnother sign of true visionaries is their positive attitude. Since visionaries arepassionate about and connected with their vision, their positive energy level istypically high. As such, they act as positive energizers; that is, they rechargepeople with positive energy.

Due to their positive attitude, true visionaries are surrounded by positive peoplewho are willing to help them achieve a common vision.

6. They are never afraid of failuresAs mentioned earlier, true visionaries see what others cannot see. They see thebig picture. They see the links among different events. They see possibleobstacles. They know there would be challenges along the way. They know theymight have temporary setbacks. But they also know the great value of fulfillingthe vision. Therefore, true visionaries never give up. They are not afraid of failuresbecause they know that failures are part of the process as well.

In a group of leaders, true visionaries can be recognized with their tendencytowards taking risks and transforming those risks to opportunities. Their positiveapproach and their focus on the vision help them not be afraid of failures. Suchleaders are willing to discover new paths and become searchlights for others. Thisis the secret of their success.

7. They share and communicate the dream/visionOne of the big signs of visionaries is their willingness for sharing their vision withthe world. They don’t keep it to themselves because they know that they cannotget to the destination alone. They need others for filling the gaps and that is whythey communicate their vision and dreams with others to attract the right people.

"The world has lost a visionary. And theremay be no greater tribute to Steve's successthan the fact that much of the worldlearned of his passing on a device heinvented," US President Barack Obama

Seven Pillars of Future BuildersBy: Michael E. Rock

Pillar I: Visioning

An example of visioning was exhibited by Flick (an ant) in the "A Bug's Life“animated movie. Flick is the one who has a different vision from all the others inthe ant colony. Of course, as it is so often in business, Flick is the one who is'thinking out of the box.' He's one who has the vision, rather, is the vision totransform the colony. Without Flick, the colony is condemned to monotony andalways doing things "the way we've always done things." Flick is counter‐routine.He lives on the 'edge' literally. He is also the creative one. He's the one withimagination.

In the same manner, Steve Jobs’ “thinking outof the box” led him to develop Apple productslike the iMac, iPod, and iPad among others.

In effect, your vision does not have to be aboutchanging the country, but it does have toprovide an exquisitely clear picture for yourteam about what they are all working toward.

Getting into xyz market and increasing market share are admirable goals, but they don’tsay anything about “why” or what you want the world of your company to look like whenyou have accomplished these goals.

"Doing More With More, Unleashing a Future"

Activity:**

To know if your organization has a generative vision, one that brings people alive,answer the following statement:

If you answered "yes," you're on the right track! When we apply quantum field theoryimages to organizations and employees, a whole new perception and vision of whowe are and how we interact comes to the surface. We begin to realize that invisible,yet real, images and visions influence everything we do. We live and partake in aninvisible reality!

The fields that "fill up" our organizational spaces are "constructed" by the visions andmessages of managers and employees working in the organization. Vision gives purposeand direction to an organization.

Pillar II: Mapping"Globalizing the Mind: Charting a Future"

Mapping is that instinct in each of us that wants to ground our images, our visionsof who we are and what we will become. Mapping, so to speak, puts flesh andbones on our hopes, wishes, dreams our vision. Mapping scopes out and sculptsthe path we need to take; it prepares the way for the Journey (Pillar III).

We become aimless without a map. There is an adage in management that "those who fail to plan, plan to fail."

For too long now, the map used by business has been a strategic one, one ofquantification and measurement. I am not suggesting that we abandon that kind ofmap or plan altogether. What we realize in the new economy is that we also need adiscovery map, a plan that doesn't lock us in so tightly.

Thus, we have to rethink what the map is. The map is never the territory. Too oftenwe have equated both realities a locked‐in position that allowed us no room tobreathe or move or change with circumstances.

Activity:**

Let's do an organizational check. Think of the organization you work in. Honestly answer to the following seven (7) questions. Use the scale below to make your choice:1= To a very little extent 4= To a great extent 2= To a little extent 5= To a very great extent3= To some extent

If you scored 32‐35: You're working well with the new map, the new thinking.If you scored 28‐31: You're doing all right, but need to improve.If you scored 25‐27: You definitely need to take stock right now.If you scored 0‐24: You are, or will be, in trouble.

The organization I work for…

Pillar III: Journeying"Parting the Mindsets : Sharing a Future"

In today's turbulent world of constant change and globalization, the theme ofjourney is particularly important to organizations. As we saw in Pillars I and II,when the vision is mapped out, the decision to get on the road begins. In ancientGreek times, a personal journey like this was often referred to as the hero's journeythe discovery of oneself, such as the journey Odysseus made, as recounted inHomer's Odyssey.

Every hero goes into the "underworld"; every hero "dies" to the past and looks tothe future; every hero attains a new "identity." A most profound change andtransformation takes place. The hero's journey radically transforms. One is not thesame person as before at the end of the journey. Even though one has the visionand the map, the journey takes one through unknown territory.

Activity:**

Let's do an organizational check. Think of the organization you work in. Honestly answer to the following seven (7) questions. Use the scale below to make your choice: 1= To a very little extent 4= To a great extent 2= To a little extent 5= To a very great extent3= To some extent


If you scored 32‐35:You're well on the new journey. If you scored 28‐31:You're doing all right, but need to improve. If you scored 25‐27:You definitely need to take stock right now. If you scored 0‐24: You're are, or will be, in trouble.

Necessary Preparations for the Journey1. Body: Symbolically this means that we must have substance, a sense of who we

are. When people refer to others as "shallow," they usually mean "there is notmuch to them." People with "body" are people who have depth, character.

2. Alms bowl: Symbolically this means having an attitude of receptivity, ofopenness to life and opportunity. " We need to be schooled in what Horace theLatin poet wrote when he called his poem "Carpe Diem" "Seize the Day." "Grabthe Moment." But that means we must be open to newness.

3. Star: Symbolically this means having the correct compass for this new journey. Inmodern corporate terms, the star is the centered organization that is guided byits core values.

4. Mirror: Symbolically this means having the ability to look at ourselves in themirror. We do this by checking our motivations and the geography of our innerroad. For some companies, it means holding an executive retreat; for others, itis making a 360 degree development feedback process integral to theorganization.

5. Apple Corer: Symbolically this means peeling off the layers of stuff that keep usfrom knowing about and relishing the center of who we are.

6. Notebook: Symbolically this means executing the details, having careful, detailednotes and record keeping.

7. Patience: Symbolically this means having perseverance, especially in the face ofadversity. Patience allows us not to lose sight of the goal and to stay on thepath. Patience allows us personally and corporately to realize we are alwayspilgrims on a journey.

Pillar IV: Learning"Building the New Architecture: Sustaining a Future"

In today's turbulent world of constant change and globalization, the theme ofjourney is particularly important to organizations. As we saw in Pillars I and II,when the vision is mapped out, the decision to get on the road begins. In ancientGreek times, a personal journey like this was often referred to as the hero's journeythe discovery of oneself, such as the journey Odysseus made, as recounted inHomer's Odyssey.

Every hero goes into the "underworld"; every hero "dies" to the past and looks tothe future; every hero attains a new "identity." A most profound change andtransformation takes place. The hero's journey radically transforms. One is not thesame person as before at the end of the journey. Even though one has the visionand the map, the journey takes one through unknown territory.

Activity:**



If you scored 32‐35: You're well on the learning, or change, journey. If you scored 28‐31: You're doing all right, but need to improve. If you scored 25‐27: You definitely need to take stock right now. If you scored 0‐24: You're are, or will be, in trouble.

Pillar V: Mentoring"Sharing Knowledge: Empowering a Future"

The word "mentor" comes from a character named Mentor in Homer's Odyssey.Because Odysseus had been away for many years, his son Telemachus was deprivedof a father figure who could serve as a role model. The goddess Athene thereforedisguised herself as Mentes and encouraged Telemachus to take a journey.Telemachus was gratified "in his spirit, courage, and determination, and heremembered his father even more." The next guise Athene chose was Mentor ‐‐Odysseus' former companion ‐‐ who encouraged the youth: "You are no thoughtlessman, no coward, if truly the strong force of your father is instilled in you, such aman he was for accomplishing word and action.“

A true mentor coaches people to believe the following about themselves:

If you want one year of prosperity,grow grain,

If you want ten years of prosperity,grow trees,

If you want one hundred years of prosperity,grow people.

A Chinese proverb briefly describes what mentoring can do to anorganization:

Invest on people by giving them trainings, allowing them to pursue higher educationand motivating them to work towards the organization’s vision and goals. As aleader, s/he has to pave the way for the employees who will be the organization’sfuture leaders.

Activity:**



If you scored 32‐35: You value mentoring in your organization.If you scored 28‐31: You're doing all right, but need to improve.If you scored 25‐27: You definitely need to take stock right now.If you scored 0‐24: You're are, or will be, in trouble.

Pillar VI: Leading"Inspiring a Spirit of Enterprise"

According to J.P. Bryan, formerly of Gulf Canada and Torch Energy Advisors Inc.,Houston, Texas, as mentioned by Rock (2011), listed below are some key qualitiesthat Bryan describes vis‐a‐vis a visionary leader:

1. The leader must be a good listener. 2. The leader should encourage criticism but not disrespect. 3. The leader should celebrate employees' efforts. 4. The leader must do what is right rather than what is popular. 5. The leader must be courageous and a risk taker. 6. The leader must be open to change. 7. The leader must change to be open. 8. The leader must exhibit humility and empathy. 9. The leader must serve and defend. 10. The leader must aspire to do better. 11. A leader must be accountable to a "higher authority" namely, God.

Activity:**



If you scored 32‐35: You value leading in your organization. If you scored 28‐31: You're doing all right, but need to improve. If you scored 25‐27: You definitely need to take stock right now. If you scored 0‐24: You are, or will be, in trouble.

Pillar VII: Valuing"Return-on-Integrity-in-Relationships (ROI-R)"

"When you have a great culturewhere you care for employees, then employees care for you

and it releases that deeper level of creativity and productivity,

which comes from the heart." –Richard Barrett, former "Values-Coordinator," World Bank

While managers are routinely warned by their bosses about the difficulty ofweeding out underperformers, few are advised about the more demandingchallenge of consistently encouraging employees who are "good enough," as wellas the ones considered stars.

Activity:**



If you scored 32‐35: You value ROIR in your organization. If you scored 28‐31: You're doing all right, but need to improve. If you scored 25‐27: You definitely need to take stock right now. If you scored 0‐24: You are, or will be, in trouble.

Let me share to you the story of Sony Walkman…

The Power of ImaginationNo one "needed" a Walkman before Akio Morita at Sony imagined it, made it andmarketed it successfully. Today the Walkman is part of our culture and has evolved intoa new industry: portable entertainment. However, this was not the most powerfulexample of Morita's ability to imagine what was possible and turn it into reality.In 1946, just following Japan's defeat in World War II, Morita began the effort thatwould secure the reputation of his country as a marketplace leader. Imagine howtough those times were and the foresight required to envision Japan as a key player inthe world economy.

When Morita first opened shop in the 1950s the phrase "Made in Japan" wassynonymous with cheap imitations and inferior quality. As a result, most Japaneseproducts were sold under another company's brand name. It was almost unheard offor a Japanese business to achieve brand status for its products. Yet, that is exactlywhat Morita set out to do. He was able to envision a day when his company, Sony,would be a brand that consumers would identify with the highest of quality. Hedevoted all of his efforts to realizing that vision.

What are the short‐comings in your association today? Can you envision turning themaround, setting an example to the entire industry? What achievements would you likeyour association to become known for? Can you imagine your organization as a leaderin the field?

Morita had special alliances that gave him access to new territory. Most important wasMorita's longtime partner, Masaru Ibuka. Ibuka brought engineering expertise and aproduct orientation that allowed the two to bring to market one success after another:the first AM transistor radio, the first pocket‐sized transistor radio, the first alltransistor television, the first home use VCR and on and on. Together the two of themwere an unstoppable force, helping to open up unprecedented growth in the Japaneseelectronics market.

Rather than standing on his vision alone, Morita found a partner who helped him toturn dreams into reality. This combination was unbeatable and over the decades Sonybecame one of the top consumer rated businesses in the world. What alliances wouldenable your organization to excel? Are there companies in the private sector thatunderstand your goals and membership? Perhaps there are government agencies thatare particularly poised well for partnership. Ask, "What are the strategic partnershipsand alliances that would turn our organization's dreams into reality? Who has the mostto gain from partnering with my organization's success?“

Morita was able to imagine a future in which he had established his brand and hiscountry as purveyors of excellence. Before he died in 1999 Sony was an acknowledgedworld leader in the consumer electronics and entertainment industries. He hadpersonally played a leading role in transforming Japan's economy from post‐WWIIshambles to a superior player in the global marketplace.

“Ultimately, visionary leadership is about increasing performance.Anticipating and influencing the future enables you to position yourorganization in the best possible way to achieve the results you arelooking for. The payoff comes in satisfying organizational objectiveswhile delivering tangible results to your membership, as well as thedeep personal satisfaction you derive from making a contribution tothe world.

Associations today are positioned well to usher in a new era ofproductivity. This means being ready to harvest opportunities beforethey happen while preparing the organization to produce theexceptional results that make a real contribution to the world. Thisis the transformation that comes through visionary leadership.”

‐‐Seth Kahan (2002)

Building a Successful Corporate Culture"Culture is all about the values a organization subscribes to, which then creates norms throughout the organization, and you cannot get [strategy] done without changing culture, so leaders need to understand culture. They need to know how to assess it and how to influence it."

Lead by Example

W.P Carey School of BusinessArizona State University

To lead by example is to “walk your talk”. A Leader who wants to influencepeople in an organization must first be the primary model of what s/he wants toinculcate to people in the organization.

According to Keim (2006):

"The leaders of an organization are the people who are responsible forformulating and implementing the strategy ‐‐ they're the ones decidingwhat they're going to do and then actually figuring out how they're goingto do it. That involves having a skill set that allows them to analyze theopportunities and the threats that may exist, both currently and goingforward, and then being able to analyze the resources and abilities thatan organization possesses to deal with those opportunities and threats. Italso involves figuring out which resources and abilities must be developedto deal with future opportunities and threats.“

People in an organization look up to their leader. They tend to unconsciouslymimic the actions that they see from the leader.

In addition, Keim (2006) said that:

"If the leader of an organization is somebody who tends to have a moreconsultative decision‐making style, they send signals that they'reinterested in what others have to say. So then, the response of the peoplein the organization is not just to do their job, but also to raise questionsand raise suggestions about how things can be done better. These [open]leaders are better equipped to increase the flow of information, and thatin turn helps them formulate strategy in regard to the future.“

This is creating a workplace culture wherein people working are given theopportunity to improve their work and they are being consulted by the topmanagement in making decisions for the organization.

1. Building culture is a choice – and that choice is driven by beliefs. If you strongly believe in people (and their goodness), that belief drives the choice of culture.

2. Choice matters only when it is acted upon – do what you decide, in the way you treat people, design compensation/reward policies, do hiring, create environment and set up processes within your organization.

3. Understand tradeoffs – when you choose to be people oriented, a lot of people (factory‐advocates) may suggest stringent processes to monitor people, control assets and increase their productivity. Take a call only after revisiting your belief system about people. Building a culture (like building anything) is a painful process that demands taking tough calls and understanding risks.

4. Train People: Focus on your middle management and ensure that they completely understand the belief system and culture. Build processes so that new hires learn the culture, understand it and most importantly, FEEL it.

Building a People-oriented Work CultureAccording to Tanmay (2010), As a leader, you can lead others with a belief that“people are good” – or with a fear that people will default. Your belief isreflected in the way you structure up your leadership team, set up governanceprocesses and treat people. You can choose to provide space and freedom forpeople to perform or suffocate them with stringent monitoring policies.

Managing by inducing fear (penalties woven in the processes) underminestrust amongst people – and between groups that work together. Itundermines the attitude that we all need to grow, improve, prosper and mostimportantly – SERVE. It undermines the meaning people find in their work. Itundermines freedom – which is so essential for people to think abundant.With fear, people are instigated to do wrong, to fudge the details and todispassionately comply.

Below are some thoughts on building a People‐oriented work culture:

1. Ego: Our ego is fed when someone looks to us for wisdom and advice.

2. Legacy: Leaders leave a legacy when they share wisdom with the nextgeneration. They are making a mark on the history of their organization.

3. Altruism: It feels good when we help others. Ultimately, we want to make adifference, and mentoring allows us to do just that.

4. Strengthened Wisdom: We relearn our own wisdom when we impart it,which then strengthens that wisdom.

5. Accelerated Success: The best way to stop learning things the hard way is tolearn things from someone who has already learned them the hard way.

6. Social Cognitive Theory: People watch leaders to determine how to act andbehave. When leaders get involved in mentoring, their people observe themand will follow suit.

7. Leadership: There is an unwritten expectation that leaders mentor others.Engaging in mentoring affirms your right to be a leader.

8. Discovery: When leaders mentor others and are mentored by others, theydiscover new talent, new ideas, new information, new issues, and newapproaches to problem solving.

9. Knowledge‐Sharing Culture: You are fostering a culture of learning anddiscovering. The entire organization benefits when its people shareknowledge, instead of hoard it.

10. Community. Nothing cures isolation faster than jumping into a community ofpeople and working on a project together.

10 Ways that Mentoring Impacts CEOS (and all Leaders)

Leaders who want to develop a positive working culture in the organization does not only lead by example but are mentors to people in the organization who will be the future leaders of the organization.

Let us take a look at the ways on how mentoring impacts CEOS as enumerated by Lifemovie (2012):

How can Leadership influence culture?Rosenberg (2008) shares how leadership can influence culture whether aleader comes up through the organization or is brought in from the outside tochange the organization, there are ways that leadership can have an impacton culture.

1. Walk the Talk

People observe what you do, not just what you say and the values of theleader, not just what they say, While Enron C.E.O. Kenneth Lay and hismanagement team were stealing from shareholders, many of his traders werelaughing how they were going to bankrupt little old ladies for their heatingbills. This is the toughest part of leadership. Having worked with people whowrote books on the subject, I can tell you that often times their actions didnot match their words and the affect was that a number of people had norespect for them. When you say you are going to do something, you need tofollow through and do.

2. Rewards and enforcement are a function of ethics.

We value what we recognize. How are peoplerewarded or recognized? For instance, if you wantcollaboration and teamwork and then reward peoplefor 'hitting their numbers' then their energies will beon what they are recognized for. Jim Goodnight fromSAS enforces that people only work 37.5 hours a weekbecause they will be burned out if they work latehours and are therefore less productive. If 'yes' peopleare promoted, then the culture will see thatconforming is the only way to succeed and you willcreate a hierarchical culture.

3. Be Passionate

Passion is contagious and people like to be part of it.As the saying in the Marine Corp. leadership programgoes, "People will follow you because they have to orbecause they want to and who do you want with a gunat your back?" When you inspire people to makechange, you literally reprogram their brains and theywill take ownership to ensure success.

4. Get Networked with the Organization

Many senior leaders are very removed from the front lines, which is literallywhere the tire hits the road. These are the people who ultimately create theculture. Many leaders really only interact with their direct reports, which givesthem a skewed sense of what is going on. What is really happening at thefront lines of the organization? Who are the enablers and resisters in theorganization? That is the one advantage of promoting within the organization‐ they know the people. Of course, the problems within the organization maycall for new leadership. Either way it is important to be networked in theculture. There is the culture you have and the culture many leaders think theyhave.

5. Communicate clearly It may sound like an obvious statement but in the absence of clear communication there is unclear and informal communication, i.e. gossip. Gossip can undermine any change and have a negative impact on the culture. People appreciate honest and straightforward communication, even when it is negative. The worst part is not knowing.

On the last note, developing an acceptable culture in an organization depends onthe leader and the environment they thrive in. People differ in beliefs and values,but it is culture in the organization that will bind them together.‐‐ SIFernando

References:

Cornelius Associates (2004) .The roles of leadership: The Role of a Visionary in an Organization. Retrieved on Feb. 13, 2012 (http://www.corneliusassoc.com)

Kapur, Surinder (2007). 8 Principles of Visionary LeadershipRetrieved on Feb. 13, 2012 (http://www.rediff.com)

Kahan, Seth (2002). Leadership: Visionary Leadership.Retrieved on Feb. 15, 2012 (www.vionaryleadership.com)

Lifemovie (2012). 10 Ways Mentoring Remedies the Isolated CEO.Retrieved on Feb 15, 2012 (http://lifemoxie.com/blog)

McLaughlin, Corinne (2001). Visionary Leadership.Retrieved Feb. 10, 2012 (http://www.visionarylead.org/articles/vislead.htm)

Reuters (2011). Apple's Steve Jobs, Visionary Leader, Dies at 56Retrieved Feb. 20, 2012 ( http://www.cnbc.com)

RichM. (2010). The Real Reason for Leadership.Retrieved on Feb. 13, 2012 (http://www.richsmanagementblog.com)

**Rock, Michael E. (1999). 7 Pillars of Visionary Leadership.Retrieved o Feb. 14, 2012 (http://www.canadaone.com/magazine/leadership4.html)

Rosenberg, Michael (2008). How Leadership Affects Culture.Retrieved on Feb. 17, 2012 (http://ezinearticles.com/?How‐Leadership‐Affects‐Culture‐and‐Culture‐Affects‐Leadership&id=1971055)

Tanmay (2010). Leadership Belief and Building ‘People‐Centric’ Culture.Retrieved on Feb. 16, 2012 (http://qaspire.com/2010/06/28/leadership‐belief‐and‐building‐%E2%80%98people‐centric%E2%80%99‐culture/)

Young, Yolanda D. (eHow Contributor ). Leadership Roles and Responsibilities.Retrieved on Feb. 17, 2012 (www.ehow.com)

A report submitted in partial fulfillment of the requirements in Managerial Leadership

Submitted to:Dr. Jedida L. Aquino

Professor

Submitted by:Sheryl I. Fernando

MDM

Documents

Fulture and Culture Builders