00:00Well, welcome to the results of your three C's culture quiz.
00:08First of all, what I want to say is congratulations
00:10for undertaking this.
00:12It took a lot of courage.
00:14Often when we do quizzes about ourselves or our businesses,
00:18the results we get may not always be the results we want to see
00:22or maybe they are the results we want to see,
00:25but it takes a lot of courage, I feel, to do self-exploration,
00:28a lot of vulnerability to put yourself and your business out there.
00:32And, again, I congratulate you.
00:34So let's have a look at through what the quiz is about.
00:37And as we all know, culture eats strategy for business, Peter Drucker.
00:44So there were four dimensions that the questions are around.
00:48The first is around your people.
00:51So how good are you at retaining people?
00:54How good is your support systems?
00:56How good are you at hiring?
00:57How well do you hire?
00:58How well do you are on board?
01:00How well do you communicate?
01:01The second one is around performance.
01:04So are all your job roles in your business got clear clarity
01:08and expectations?
01:10Do you have regular measurements to their accountability
01:13and understand the outcomes that you expect from each business
01:16and are the results managed?
01:18In other words, when there are people who aren't performing,
01:22are you accepting that or enabling that person
01:25to not be in your business or improve?
01:28But by accepting that, you impact your culture.
01:31The third part was about alignment.
01:34So what is your communication strategies?
01:36How do you share your business vision, goals, results,
01:40be hags, projects, the whole lot?
01:43Is leadership consistency and how consistent in how they reward
01:47and communicate and potentially manage non-performers
01:52or manage performers?
01:54And how does teamwork work?
01:56And the last component was about growth because most great cultures
02:01have a growth agenda.
02:03Is your growth future focused?
02:05Is your business adaptable and proactive?
02:09Like, for example, you know, right now, I have to say,
02:13where is AI on your agenda in your business
02:16and what are you doing as a company to address that?
02:18So let's go through how the results terminology comes about.
02:23So from those questions, there's four types, the powerhouse,
02:28the family club, the machine and the drifter.
02:32So let's look through the explanations of those.
02:35So the powerhouse is probably the ultimate culture.
02:39It's got a very high people focus,
02:40but it also has a very high regard for performance.
02:44You have strong talent, so A players,
02:48they've got clear role clarity and accountability,
02:52and there's momentum.
02:53The flywheel really is spinning.
02:56So in this type of culture, your strengths are that you've got a story
03:00to tell and you can attract other A player candidates.
03:03You've got very high standards and your whole business works to that
03:07and you manage to that.
03:08You're very results driven and there's lots of energy
03:11and pace and innovation.
03:13The challenges sometimes with this type of organisation as leaders
03:17is that we need to be aware that we don't have any risks of burnout,
03:21the pace is not too high,
03:23and potentially relationships aren't going to get collected.
03:26But this is the ultimate to be the powerhouse.
03:30Number two is the family club.
03:32So you're very high on your people,
03:35but maybe not so high on performance.
03:38It's a fantastic environment to work for,
03:40really great company, really high reward and appraise,
03:44but weaker on accountability.
03:47So you've got a very loyal team because teams like to work in nice places.
03:53There's good morale and it's a very supportive and high valued culture.
03:58However, some of the risks are low urgency,
04:03poor performance is tolerated and not managed,
04:06and hard conversations are avoided.
04:09And therefore, what we can have is a weaker people component.
04:13So in this type of culture,
04:15you need to really sharpen the standards and measurement,
04:19make sure there's lots of role clarity and outcomes around jobs
04:22and make sure they're being measured and the company
04:25and communicated and celebrated or, if not going well, fixed.
04:31The third one is the machine.
04:32So this is high performance but low people.
04:36It's probably not the place that people want to work to,
04:40even though it's very much about results,
04:42but people feel pressure and there's no connection.
04:46Maybe your high Ds in your disc profile could work here,
04:50but there's three other types of personalities
04:53and they would struggle.
04:54So there's lots of productivity, lots of discipline,
04:58lots of action being taken, real execution, innovation, et cetera.
05:04But because of the low people, there is a bit of a fear culture,
05:09less loyalty because they think the business is only about the results.
05:13Innovation is sometimes suppressed because people are fatigued
05:17and don't feel like they can come forward with ideas,
05:20and the biggest outcome is there's turnover.
05:23So in this type of business, you need to bring more of the human part
05:27back in and work that out for your culture.
05:31And the last one is, you know, what none of us want to be,
05:35to be quite honest, and that's the drifter.
05:36So it's low alignment, low growth.
05:39The company's busy, like we're always busy, aren't they?
05:42But it's not clear.
05:44It's reactive.
05:45It's not intentional.
05:47There's potential in the business, but it's not harnessed.
05:50There's some good people, but maybe not all the people.
05:53There's lots of risks around confusion.
05:56There could be politics in the business, gossiping,
06:00inconsistency between people and departments, and it's accepted.
06:03And the business is just stagnant.
06:05And this type of business needs a complete reset.
06:08It needs an overhaul of what it's about, what it stands for,
06:12all its job roles, clarity, accountability, celebration,
06:16attracting the right people, and a really strong operating rhythm.
06:22I suppose if you do get the drifter and you know that,
06:26then you can take action.
06:27So I just wanted to say thank you very much again for having the courage
06:31to find your results.
06:32What I just want to say to you is please, when recruiting,
06:36remember there are three Cs in the hiring process.
06:39There's definitely capability, but please do not recruit capability
06:44without culture.
06:46So a person who fits into your company, who has the attributes,
06:51the values and attributes that you want and that works well
06:54in your business, and also character, the essence that are often,
06:58well, you know, very well told by Pat Lencioni in the three attributes
07:04of highly effective team players.
07:06highly humble, very good people, smarts and communication, and hungry.
07:11They really have a reason why they work.
07:14So the three Cs, please make sure you work that out for your business
07:18and hire to them.
07:20Thank you once again.
07:24You
