When the CEO changes, the culture automatically changes.
So what changes the CEO? Not a leadership retreat, not workshops, not even coaching by itself, but modelling of a different way of leading, week-in-week-out
A while ago on my mastermind, one of the CEOs reported back in his win-sharing that the organization of his company changed
Nobody from his company had attended anything I run.
Just the CEO, who sat in my mastermind with five other founders.
We never talked culture, 360 surveys, fly-on-the-wall sessions of his office environment. No 1:1 session where I said “Hey, let’s look at how you work with your team this week”. And yet his company changed.
This is verbatim what he said about where the culture change had come:
"A lot of the culture of what we're starting to bring through the coaching and what I've learned from everyone in this group as well and yourself, Daniel, is starting to permeate through the culture of the business."
I know workshops by themselves don't work because I spent years running corporate training workshops. I facilitated sessions for banks, telcos and dairy companies. Thousands of people went through those rooms. It had its value. But it could never come close to what a peer group can do for culture change, behavior change, habit change or mindset change.
See, a workshop distributes material to everybody at once, and material sits still. Nobody in that room has to become the carrier, and there is often no follow up and no leadership change. As a result: a lot of people who know what to do … and don’t do it.
Whereas the leader in the coaching group is the only carrier there is. He cannot hand his company a handout. The only thing available to him is his ability to “Be the change”.
If he runs his own meetings differently, his team then experiences the change by example.
In truth, great content is overrated. Or perhaps better to say, the value of the peer-group is underrated.
When you show people what excellence looks like by example in a high performing peer group week in, week out, and they become a different leader by osmosis.
By contrast, relying on content and your own personal willpower to achieve a goal without sorting out your peer group is like watering a garden planted in sand.
You can still grow a garden, but it takes a lot more time and energy, with a higher risk that you’ll get frustrated and give up.
Who is your peer group? And do then drain you, support you, or inspire you to new heights?
So what changes the CEO? Not a leadership retreat, not workshops, not even coaching by itself, but modelling of a different way of leading, week-in-week-out
A while ago on my mastermind, one of the CEOs reported back in his win-sharing that the organization of his company changed
Nobody from his company had attended anything I run.
Just the CEO, who sat in my mastermind with five other founders.
We never talked culture, 360 surveys, fly-on-the-wall sessions of his office environment. No 1:1 session where I said “Hey, let’s look at how you work with your team this week”. And yet his company changed.
This is verbatim what he said about where the culture change had come:
"A lot of the culture of what we're starting to bring through the coaching and what I've learned from everyone in this group as well and yourself, Daniel, is starting to permeate through the culture of the business."
I know workshops by themselves don't work because I spent years running corporate training workshops. I facilitated sessions for banks, telcos and dairy companies. Thousands of people went through those rooms. It had its value. But it could never come close to what a peer group can do for culture change, behavior change, habit change or mindset change.
See, a workshop distributes material to everybody at once, and material sits still. Nobody in that room has to become the carrier, and there is often no follow up and no leadership change. As a result: a lot of people who know what to do … and don’t do it.
Whereas the leader in the coaching group is the only carrier there is. He cannot hand his company a handout. The only thing available to him is his ability to “Be the change”.
If he runs his own meetings differently, his team then experiences the change by example.
In truth, great content is overrated. Or perhaps better to say, the value of the peer-group is underrated.
When you show people what excellence looks like by example in a high performing peer group week in, week out, and they become a different leader by osmosis.
By contrast, relying on content and your own personal willpower to achieve a goal without sorting out your peer group is like watering a garden planted in sand.
You can still grow a garden, but it takes a lot more time and energy, with a higher risk that you’ll get frustrated and give up.
Who is your peer group? And do then drain you, support you, or inspire you to new heights?
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