1. Class #5 September 27 , 2012 Harrison & MuhlbergGeorgetown University Leadership9/20/2012 Communication1

2. Trust & LeadershipBad storyGood story GoodUnrecognized Visionary substance Snake oilBad substance Rejected salesman 3. Corporate Cultures:The CCO RoleEvery organization has a cultureMilitary, social, corporate, it boils down to how we do it, who we areCorporate cultures are our focusWe think the goal is engagementWe seek to understand the role of the corporate CCO in influencing culture 4. Reference 5. SEIDMAN: THREE TYPES OF CORPORATE CULTURES Adapted from HOW, Dov Seidman, 2007 6. SEIDMAN: THREE TYPES OF CORPORATE CULTURESHow They Know, Use InformationAdapted from HOW, Dov Seidman, 2007 7. SEIDMAN: THREE TYPES OF CORPORATE CULTURESHow They Are Motivated Adapted from HOW, Dov Seidman, 2007 8. Puzzle of Motivation (Pink)http://www.ted.com/talks/dan_pink_on_motivation. htmlDo leaders know how to motivate followers for success?Do you get more and better work from employees by rewarding them? 9. Pink: THREE ELEMENTS OFMOTIVATING PERFORMANCEPurposeMasteryAutonomy 10. Motivation 2.0 (Pink, D. H.)The secret to high corporate performance is engaging the individuals drive to achieve things that satisfy. 11. Engagement (Seidman)When employees are super-engaged, they exhibit many more specific engagement traits than other employees, including: willing to put in a great deal of extra effort,increased loyalty,willing to recommend their company as an employer of choice,efforts to inspire others in the company through concrete comments and actions. 12. Culture of EngagementGreater GoodPurpose,Mastery,Autonomy 13. Alignment: Seidman (Culture), Pink MotivationControl (Obey) >ComplianceAutonomy (Self Govern)>Engagement 14. What Motivates You? Does the reward of points satisfy students? Or is it the satisfaction of teamwork, of shared experience, ofclear and shared values, of learningand mastery? Does the culture shape thestudent? How can the studentimprove the culture? 15. Evaluating Engagementhttp://www.lrn.com/howmetrics/#data/quizSeidmans EnablersTrust, shared values, and a deep understanding of and commitment to a purpose-inspired mission are the three fundamental enablers of the self-governing behaviors that produce competitive advantage and superior business performance.How does your organization stack up? 16. CCOs Culture EngagementStarter Kit (Chapter 11)Gut check. Close your door. Take a walk. Think it through.Reality. Place company on Siedman scale.Themes. Purpose, vision, shared values, greater good. Must be authentic.Networking. Socialize, assist, guide values-based considerations. Be a connector who opens possibility (RosabethKanter) 17. CCOs Culture EngagementStarter Kit (Chapter 11)Website. The go-to, two-way engage portal.Simplify. Messages cut through clutter.(Ries, Trout) WIIFM. Relevance. Who knows SRM?Plan. Grand or small step. Work the plan.Keep learning 18. Supportive ReferencesRoger Bolton on culture change at Aetna:http://envirocomm.com/2012-comm-prod-change-070612.phpChapters 10 and 11; and the Book List , inLEADERSHIP COMMUNICATION textbookPage Society http://awpagesociety.comBlogs (websites by Pink and by Seidman)Website of GagenMacDonald (Maril MacDonald)www.letgoandlead.comGoogle, LinkedIn, etc. 19. CCO Accountabilities1. Inform Information flow2. Manage Stakeholder perception3. Influence culture ChiefEngagementOfficer