How to transfer Culture to Leaders and build the culture of the Organization?

Consider Organisational Culture as an expression of the Consciousness of the Organization. 

We can transfer culture to other leaders and the rest of the organization through 3 growth levers:

1. Leadership Depth
Build the organization on the foundation of Shared Purpose, Shared Values and Shared Big Hairy Audacious Goal to transform the world.

It requires the CEO to grow in consciousness to at least Gear 3 to communicate powerfully in the world of others to touch, move and inspire the organization to raise its consciousness.

It requires the CEO to grow in consciousness to at least Gear 3 to recognise that building a culture is a long-term game and requires the engagement of one's heart, mind and soul for the good of the organization over and above one's personal benefit. At Gear 3, one's personal benefit is no longer a driver because there is childlike trust and faith in the Universe not as a trick to win but as an authentic vulnerable place to come from.

In building Verifone from $30 million to $600 million to dominate the global market of clearing credit card transactions, Hatim Tyabji said his key leadership and management tool was a booklet that explained, in 8 languages, the 8 core values at the heart of Verifone's success. "I essentially spent the last 6 years repeating myself," noted Tyabji, as he built a strong, global culture on the foundation of these 8 rules.

2. Business Excellence
Various tools as outlined in Scaling-up by Verne Harnish:
i. Storytelling
ii. Recruitment and Selection
iii. Orientation
iv. Performance Appraisal
v. Recognition and Reward
vi. Internal Newsletter.
vii. Friday Note from the CEO as a more personalised heartwarming communication to the organization.
viii. Quarterly Themes
ix. Everyday Management: Leaders and CEOs can repeat core values endlessly without it seeming ridiculous - so long as the core values they are using are relevant and meaningful to the employees. When you make a decision, relate it to a core value. When you reprimand or praise, refer to a core value. When customer issues arise, by all means compare the situation to the ideal represented by the core values. The same goes for employee concerns - weigh them against your company's core values. Small as these actions may sound, they probably do more than any of the above mentioned strategies for bringing core values alive in your organization.

3. Craft Mastery
Learning and mastering Business Excellence, and learning and growing in Leadership Depth with commitment, perseverance and dedication to implement the above from Being of Service consciousness; one tiny bit at a time each quarter.

Trust this helps 💜

Keep learning, integrating and contributing to joyously lead yourself and your businesses from good to great, realize your dreams and have it all with ease and grace; while having lots of fun and adventure along the way.

Loving you,
j.'