The inaugural Leading as a Culture Catalyst Program kicked off last week, where participants gained a deep understanding of their organization’s culture, aligning values with behaviors, and the significance of fostering an inclusive culture. The 2-day program led by Shanta Eaden, Leader’s Edge, provided opportunities for participants to engage in discussions, exercises and breakouts related to exploring and unlocking the power and impact of organizational culture.
Throughout the two days, participants engaged in various activities during which they discussed topics such as corporate culture, personal values, the power of leadership in culture creation, inclusion versus engagement, bias, unconscious bias, and blind spots.
“I think it’s okay to have blind spots because we all have them due to our experiences. However, we need to recognize that we have them and then consciously and deliberately try to eliminate these types of quick judgments.”
-Program Participant
During the discussion about the role leadership can play in creating an inclusive and engaging culture, the group agreed that there is great value in leadership as a “change agent.”
“Fostering a positive culture within an organization where people feel like they belong starts with leadership. Creating a culture standard and then aligning those standards with training is key. Employees look to their direct management for “safe spaces” within the organization, but it shouldn’t start & stop there. It must filter throughout, and that’s where change agents are critical.”
The group also discussed a topic that resonated with everyone in the room: generational inclusion. The five generations in the workplace were discussed, highlighting the different things that matter to each other when considering employment and the culture within an organization. It was noted that with time and changes in the workforce, culture can alter as well.
“I think we need to remember that as the workforce changes, so does culture. We must be patient, recognizing that just as it takes time to learn certain behaviors and build cultures, it also takes time to unlearn behaviors as cultures (and subcultures) evolve. Being comfortable with this theory can make a huge difference in an organization.”
-Program Participant
The day wrapped with the participants learning how to be culture champions and building a champions network. The group also worked on aligning culture to business strategy to build a culture action plan and become a true culture catalyst within an organization.
Peggy Helfert, Vice President Programs & Events, writes about the Energy Workforce’s sector-specific best practices and leadership. Click here to subscribe to the Energy Workforce newsletter, which highlights sector-specific issues, best practices, activities and more.
