the cultural architect - another black paper

The Art and Science of Vibe Design

Another black paper by Mykel Dixon

The Cultural Architect

The Cultural Architect mykeldixon.com

http://mykeldixon.com

This document is big.

Both in size and stature. It will take more than a few minutes to read and more than a few moments to digest.

The imagery is intentionally vast and expansive so as to open our hearts and minds to similar proportions.

It’s big because Culture is big. Understanding Culture in the modern age is as essential as it is elusive. And as

such, requires deeper thought.

These days there are no safe bets, no sure things or guaranteed winners. But similarly there are a wealth of untold opportunities that lie in wait for the willing.

My hope is that this document poses more questions than it answers. Think of it less like a prescription and more like

an invitation. To a bold new world that you and your people are intentionally creating.

Welcome to the Art and Science of Vibe Design.

The Cultural Architect mykeldixon.com3 of 38


Why Culture?

The Challenge

It’s The Vibe

From Functional To Famous

The Cultural Architect

5 Characteristics Of A Cultural Architect

About The Author

Just Do 5omething

Table Of Contents7

9

11

13

21

23

36

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Are you actively working to shift, enhance or transform your company’s culture?

You should be. In the modern economic climate, your culture will make or break your company.

Attracting top talent, maintaining employee engagement and sustaining business growth have always been key priorities for every organisation. But today's workers seek meaning over money, autonomy over authority and community alongside collaboration.

Workplace culture has never been so important and yet so misunderstood.

Emerging digital trends, changing lifestyle preferences and a growing number of employment alternatives are transforming the way we feel about our work. To succeed in such a complex and ambiguous environment, we require a fresh approach.

Many companies are turning to Big Data hoping to solve, predict or avoid cultural challenges, but the savvy few are adopting principles and practices that better suit and serve the contemporary worker.

This paper introduces a new framework for understanding workplace culture. It is full of insight, ideas and inspiration you can use to explore, articulate and enhance the culture of your company.

But it asks us to stretch beyond what we've already seen, heard or done. Many of the skills, behaviours and mindsets now required, have previously been laughed or locked out of the boardroom.

Make no mistake, the game has changed and the stakes have never been higher. But this is a game worth playing and you'll need every advantage you can get.

Whether you are the CEO, head of HR, Community Manager or passionate Cultural Advocate, this paper will arm you with the necessary tools to lead a cultural (r)evolution in your organisation.

Today.

why culture?



Before setting off on any new cultural initiative it’s best to remember, no one likes change. It’s hard wired into our DNA to avoid, ignore or resist it. But unless your organisation is already soaring through cultural nirvana, it’s best you prepare for a little push back.

No challenge is insurmountable and with the right focus, consistent effort and applied intent, in time they will be overcome. Here are the three most common roadblocks you’re likely to experience.

Been there. Done that.

Our company has already invested considerable resources in a previous cultural initiative. From expensive offsite events to refurbishing part of the office as a now vacant ‘collaborative space’. There is always a cultural skeleton in the closet, and most naysayers are quick to remind us of our past efforts whenever we attempt something new. This attitude makes it near impossible to kickstart anything revolutionary or outside of the box. “Heard it all before!”

Leadership Lip Service. Despite acknowledging the importance of our company’s culture, the leadership team is unwilling to alter their behaviour when it counts. Inevitably their inaction contaminates the entire company making it extremely difficult to sustain any momentum. Before long, everyone has a reliable and justifiable excuse for not making any effort to change. ‘Monkey see, monkey do’.

Nothing Sticks. Once we’re up and running, if we (the cultural leader) take our foot off the pedal, no one else steps up in our place to build on the great work we've done. Without a committed champion beside us it's only a short time before things revert to how they’ve always been. Leaving us burnt out, resigned and cynical about any further attempts at cultural change. ‘What was the point? Next time I won’t bother!’

The challenge



Like it not, in the new world of business, workplace culture is all about feeling.

The way your employees feel about themselves, about each other, about the work they do and the organisation as a whole, profoundly impacts the quality, quantity and consistency of their output.

Similarly, the way your vendors, customers and competitors feel about your company will define the value, length and profitability of those relationships.

In other words, the way your business feels is now just as important as what it does.

And the organisations brave enough to explore this with enthusiasm and vigour will be the leaders in tomorrow's business landscape.

But what does the feel of an organisation even mean? Where do we start if we want to accentuate it? And how on earth do we begin a conversation about the feel of our business without alarming or alienating our colleagues?

its the vibeMost people are loathe to engage with this kind of conversation as it sails against the status quo. It is often more complex, confusing and confronting than we’re used to.

But hidden within this tension lies an opportunity. An invitation to build more than just a profitable business. More than a productive, collaborative & innovative workplace.

We now have the chance to build something that means something. And as we continue through this document we’ll come to see it’s become an essential strategy for cultural success.

First we’ll diagnose your current culture. You’ll learn how different cultures feel and uncover ways to move up the aspirational ladder from functional to famous.

Then we’ll learn about who you must become if you are to lead a cultural (r)evolution in your business. I’ll introduce a new organisational archetype that is as relevant as it is required to thrive in the modern era. I call them The Cultural Architect and if you’re reading this you’re already well on your way to becoming one.



FailingFUNCTIONAL

FASTFUN

FluidFAMOUS x50

x20

x10

x5

x1

x-5

ROEtype

Dying

Surviving

Thriving

systems

connected

transactional

contagious

responsive

emergent

style focus

contain

trust

creativity

structure

radiate

eternal

return on effort

From Functional to famous



Failing A failing culture is the antithesis of business success. Like a shakespearean play our days are full of betrayal and deceit, isolation and intimidation. No one enjoys going to work and as a result the work suffers.

Departments toil in silos, information is withheld, alliances form and seek to cripple anyone who strives to shift the status quo.

But by far the most significant characteristic of a failing culture is that it’s contagious. Like mould in the fruit bowl it’s only a matter of time before it spreads beyond your company walls to your customers, prospects and competitors. Which is turn will have a profound impact on your HR, brand awareness & customer loyalty.

The key to getting things moving is to contain the problem asap. Make the case to your superior, call an emergency conversation with your leadership or a full team town meeting.

Speak up, make a stand and illuminate the impact of such a harmful and damaging atmosphere. Not just on the organisation but on yourself.

If you want to change it, first you have to name it.

Functional A functional culture is full of passengers. Everyone is happy taking in the view from the safety of their own seat. No one thinks beyond their position. No one does more than is required. No one really cares unless something directly impacts their individual experience.

It is transactional, trite & tedious. An hours work for an hours pay. Although there might not be visible signs of strain, a functional culture is only a few short steps away from ruin. If your culture is merely functional you can bet your best talent are already having conversations with recruiters.

Why? Because we hold an abundance of information at our fingertips. All we have to do is turn on our phones to see articles, interviews & recommendations for the best places to work in town. Employers who give their people more than just a paycheque are way better positioned for prosperity.

The key to salvaging a functional culture is by building or regaining trust. You must invite your employees into your intent. Share courageously who you are, where you’ve come from and what’s important to you.

Once people know your why it’s easier for them to choose whether they want to help you get there.



Fast A fast culture is dynamic. Characterised by intelligent systems and processes, they get s@#t done! They push through whatever they have to, to deliver. Because that’s what they value. Speed. Efficiency. Productivity.

The accelerated pace can be addictive. But riding the frenetic force to complete all projects often results in doing so at all costs. Fast is fast, but for how long.

Over time, the excitement will turn to exhaustion. Your people will burn bridges or burn out. Their capacity for collaboration will become restricted on account of the relentless pursuit of high performance.

A fast culture doesn’t serve the long-term sustainability of your business because it doesn’t serve the long-term sustainability of your people.

The key to navigating this potentially harmful space is to structure time to be human. Schedule the space for everyone to recharge. Hold social events that take place during office hours and please leave the phone alone while you’re on lunch.

Expanding beyond a fast culture is not just putting bean bag in the corner, it’s making it okay for people to use it.

Fun Everybody loves a fun culture. Who wouldn’t? To spend our days giggling and high fiving is the ultimate incentive.

Beneath the good times, a fun culture is essentially characterised by connection. People are engaged with each other and their work. They feel safe enough to share themselves and every workday is ripe with intimacy, spontaneity and laughter.

Engaged employees are worth their weight in gold but without a deeper purpose our people can develop a preference for play and a resistance to reality.

In todays uncertain economic environment, disruption is both real and inevitable. At some point, your company and it’s culture will be tested.

The key is to harness your people’s positivity and leverage it before you need it. Channeling their creativity into specific business goals will build their awareness of their impact. Invite their individual expression and encourage them to infuse their uniqueness into the space.

Your culture won’t just be positive, it will be progressive.



Fluid A fluid culture is equip for almost anything. Agile, adaptable and abundant. It is responsive in nature and characterised by what Nassim Nicholas Taleb calls, ‘Antifragile’. It grows stronger through disruption.

There is no resistance to change. It is anticipated, accepted and embraced. When disaster strikes, the team will reorganise itself in ways that best support the company and the client. It is intuitive, resilient and self-sustaining.

But still, there is room to grow. In order to elevate a fluid culture to one that is famous you must radiate its uniqueness beyond your company carpark.

Shine a spotlight on who you are and how you got there. Share your cultural secrets with your customers & competitors. Be bold with owning and showing your essence as both individuals and a team.

Your people will begin to see that they are an integral part of something bigger. Something meaningful.

They will unknowingly become cultural leaders in the wider community and that is when the real magic begins to unfold.

famous A famous culture is an entirely new phenomenon. Wonderfully distinct, fully actualised and entirely emergent.

When your people are the living embodiment of your company’s purpose; when they feel like custodians of the cause; when they consistently live & work from their own unique expression, your culture will flourish in unforeseen ways.

Sure, the work you do will be innovative, collaborative and progressive. You’ll become an employer of choice and top talent will be queuing up to audition. Your customers will become evangelists, your competitors will seek to follow in your footsteps.

But none of that matters as much as it used to. Your company, your community & your culture is now just a vehicle for change. An instrument for transformation. You care only about leveraging your influence and maximising meaningful impact. And it’s magnificent.

Your people embrace that with great power comes great responsibility. The world is now watching and every decision you make contributes to your legacy

With this purposeful, intentional and life-affirming focus your business & brand move beyond famous into the eternal.



Getting from functional to famous doesn’t happen by accident. It takes something, or more specifically, someone. Today’s organisations now require a new breed of cultural leader.

Someone who can sense the unspoken, investigate the intangible and architect the atmospheric landscape of our workplace.

They could be the CEO but could just as easily be the cleaner. They might have formal training or merely exhibit a natural flair for understanding the human condition.

More often than not, it is the people who have ignored, avoided or survived the corporate corridors that can have the most impact. They possess a unique, organic & integrated perspective that is as relevant as it is required to foster authentic, collaborative & productive cultures.

I call this person, The Cultural Architect and they are masters in the Art and Science of Vibe Design. Inspired by Tim Leberecht’s remarkable Job Description for The Business Romantic, I thought it might be easier to articulate who they are and what they do by putting it in a job description.

Here is the JD for the CA

Reporting directly to the CEO, The Cultural Architect is responsible for exploring, understanding and articulating the unseen elements of our workplace culture.

You will design and deploy evolving physical, mental and emotional spaces for our people to show up as the fullest expression of themselves.

You will craft meaningful experiences through spontaneous moments of play that realign our people to their passion and our company to our cause.

The applicant must possess high levels of Empathy and Intuition. Previous experience as an Optimist and Social Artist is essential. We are looking for someone who is masterful at not only connecting to our people but connecting our people to each other.

We will look favourably on gypsies, seekers, healers, lovers, dreamers and believers who live the stories they tell and tell stories that inspire people to live. And anyone who has shown the courage to love despite countless broken hearts will be at a distinct advantage.

The Cultural Architect is the very beat of the heart of our company.

the cultural architect A job description


http://timleberecht.com/

http://timleberecht.com/books/


self awarenessempathyunity

possibility

spontaneitycreativity

beauty

courageresilience

gritpositivityplay

empathy creativity

optimism resilience

intenturban monk social artisan

ruthless optimist grit master

eternal burn

5 characteristics of a cultural architect

The Cultural Architect mykeldixon.com


The Cultural Architect is acutely aware that in the modern business landscape, empathy is the strongest currency.

And the surest path to knowing someone else deeply is to deeply know oneself.

They recognise that expanding their self-awareness is key to unlocking and unleashing the potential in others. Therefore all Cultural Architects have developed a mindfulness practice that keeps them grounded, centred and aligned to their truth.

But they are also conscious of the time in which we live. There is no use being a sage in cave. We need peace, presence and possibility right here in the swirling hot mess of the marketplace.

Cultural Architects don’t stay where it’s safe, nor do they try to control the chaos that is the present-day workplace, they merely ride the wave. Making sure they take time out to reflect, recharge and realign.

In doing so, they provide a way for all of us to accept with open arms whatever is waiting or wanting to emerge.

urban monk

empathyurban monk



Strategy and process are key to every culture but often fall short when faced with the unpredictable nature of humanity. A Cultural Architect’s ability to adapt and innovate with the unfolding present is vital.

They are master’s of crafting spontaneous, bespoke and aesthetically pleasing experiences from seemingly ordinary moments. Their willingness to seek, to draw upon and to trust the unknown turns mere conversations into dynamic and evolving works of art.

Between friends and strangers, colleagues and clients. To them the people are the paint and the culture is the canvass.

They invite intimacy, call on our creativity and reveal the authentic beauty of who we are and hope to be. Both as individuals and as an organisation.

To a Cultural Architect form and function are not opposing forces. Both are necessary when sculpting the atmospheric landscape of an office or an event. And as such they see every point of contact as an opportunity to make something remarkable.

This is what makes them so unique and makes the culture they create, so memorable.

social artisan

creativitysocial artisan



Remaining positive in the face of overwhelming negativity, cynicism and doubt requires profound discipline.

It’s easy to complain, to find fault or make a case for why something cannot or will not work. But to stand with two feet in hope is to walk against the tide of our time.

The Cultural Architect is bold with their light. No matter what the odds and despite the data, they remain centred in a possibility mindset. Using the power of play to illuminate alternative ideas, options or perspectives.

Play is a universal language that incites curiosity, invites connection and enables a broader sense of gratitude. By harnessing the potential of play, the Cultural Architect can always find fun where there is none. To them, joy is both the power and the point.

They are resolved in their belief that the answer is always inspired and informed by our perception. Just as our journey is always more fruitful and fulfilling than the destination.

ruthless optimist

optimismruthless optimist



Most people won’t understand, acknowledge or appreciate what a Cultural Architect is trying to do. While others may even attempt to sabotage their efforts.

To do this work requires an unparalleled resilience in the face of apathy and dissent. In other words, a Cultural Architect is a master of grit.

They have a borderline obsession getting things done. They recognise that great cultures are not build overnight. That it’s a marathon not a sprint and adjust their intensity accordingly. Managing burn out is key.

Despite the odds, the weather or the turnout, they’re playing the long game. And they’ll finish this one way or another. This affords them an edge far greater than those standing in the way of any cultural revolution.

It’s not the hard edge that wins, nor the size of our desire, it’s the persistence. It’s the relentless drive to show up and be fabulous that eventually transforms the entire team.

grit master

resiliencegrit master



There is so much noise in the present-day work environment that’s it’s easy to get lost in the mix. With so many people, projects and problems vying for our attention we can lose sight of the point.

The Cultural Architect keeps the flame alive when the rest of us drift, stray or wander from our purpose. They are the custodians of our why and it is their intent that makes, breaks and shapes the essence of our culture.

Less like a navigator and more like a compass, they don’t determine our decisions, they just remind us of who we were, where we’ve come from and where we are hoping to go. They are an eternal burn.

They remain anchored to the blue sky of our business and serve as a safe space to reboot, replenish and reorganise our core priorities.

The Cultural Architect is the keeper of our deeper desires and will always remind us of what we stand for and what we’re working towards, when we need it most.

eternal burn

intenteternal burn



A final thought You might’ve noticed this paper is not full of statistics and case studies. You can find plenty of them with a quick google search.

And you’ve probably guessed this paper is not speaking to your rational, reasonable mind. There’s enough of that jamming up your

social feeds.

No, this paper is speaking directly to the part of you that knows this stuff is true. It’s speaking to the part of you that you will need to

embrace and encourage if you are to lead a thriving work culture in the modern era. This paper is only highlighting what is already

emerging.

Change is happening. There are savvy folk all over the world who are currently implementing this approach and achieving incredible results. The sooner you jump on board, the sooner we all benefit.

You don’t need permission, nor approval. You just need to trust the voice in you that has been speaking all along.

Now is the time. Your people are ready. And you are all you’ll ever need for amplifying the vibe of your tribe.



About the authorMykel Dixon is an Expert in the emerging fields of Artisan Thinking and Cultural Architecture. A musician by trade, a gypsy by nature and a passionate advocate for all things creativity, culture and full self-expression.

He works with leading edge organisations around Australia to unlock effortless creativity and design collaborative cultures that foster true innovation.

Through the design and delivery of enthralling keynote presentations, experiential workshops and emergent mentoring programs he’s on a colourful crusade to turn the factory into a workshop, the office into a playground and the people into pure, unfiltered and unlimited possibility.

Connect with him here:

w: www.mykeldixon.com f: facebook.com/mykeldixon t: twitter.com/mykeldixon l: linkedin.com/in/mykeldixon

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the cultural architect - another black paper

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