Like a three-car pile-up on a freeway, consider these statistics: two-thirds of all business mergers fail; under 30% of executives think their company manages its culture well; and only 10% of HR leaders would go that far. Walking the talk doesn’t work. Who needs to hear more about a company’s “values” or “mission statement”? Trying to instill behaviors based on high-minded rhetoric isn’t nearly enough. Instead, a company’s basic operating system requires change if progress is to be made. That move means changing the habits and routines—the practices—that both drive and reflect the company’s true culture. What is also needed? Executives must ditch overconfidence in favor of psychological flexibility, the competency Israeli thought leader Yuval Harari has called the single most important passport to success in the 21stcentury.
Released today: episode #46 of “Dan Hill’s EQ Spotlight,” featuring David G. White, Jr., the author of Disrupting Corporate Culture: How Cognitive Science Alters Accepted Beliefs about Culture and Culture Change and Its Impact on Leaders and Change Agents. Check out the audio link below to get oriented or click on the image below to go directly to the new episode.
David G. White, Jr. is cognitive anthropologist working with organizations on culture, change, and leadership issues. He’s the co-founder of Ontos Global, a boutique consulting firm. David previously held leadership roles at Microsoft, Mercer, and IBM; and is also a professional jazz musician with 7 CDs.
Dan Hill, PhD, is the president of Sensory Logic, Inc. His latest books, available on Amazon are Emotionomics 2.0: The Emotional Dynamics Underlying Key Business Goals and Blah, Blah, Blah: A Snarky Guide to Office Lingo.