Strategy, Structure and Culture: Three Keys to Organizational Success

There are many approaches to understanding how the workplace works. What makes people productive? Why do some companies and organizations overcome obstacles and challenges, while others seem to collapse under their weight and fail?

When considering such questions, it’s helpful to examine three key areas: strategy, structure, and culture. As we’ll see, one of those areas is often, and too easily, overlooked.

The first area, strategy, is the proverbial “no-brainer.” After all, how can any enterprise exist, let alone move forward, without a carefully thought out strategy? Likewise, no project or initiative can hope to succeed without team members understanding why it is being implemented, and why it is important.

You may have heard the term cross-functional. In management, it refers to the way teams or departments with different skills or purposes work together for a common goal or objective. That can only be accomplished if there is a clearly defined and agreed-upon strategy.

Second, there must be structure. In most companies, that will include organizational charts, the division of the organization into departments, and systems for communication and interaction between those departments, with managers and supervisors installed at various levels throughout. Some structures will be hierarchical, while others—particularly in smaller businesses—may be more collegial in nature.

Finally, there is the issue of culture. An organization’s culture may be clearly defined in its mission statement. Often, however, the culture takes on a life of its own. Culture reflects the unwritten rules of organizational behavior—the values that define an organization and shape the way it operates.

Too often, an organization can’t, or won’t, see past the nose on its face to fully understand its culture and how it got that way. But a simple examination of past performance, and the factors that contributed to the current climate within an organization, can help leaders and managers better shape a more productive and functional corporate environment—with the future clearly in mind.

How do you measure up in these three areas? It’s worthwhile—even critical—to examine your strategy, structure and culture for clues to how your organization can be truly successful in accomplishing its goals.

Jim Ondrus is a Vistage Chair and president of JA Ondrus, LLC in Canton, Ohio.

The 10 Commandments of Personal Leadership

Over the past 35 years I have had the pleasure of working with some amazing colleagues. Through readings, interaction, discussion and observation over that time, I have taken the opportunity to compile this list of my 10 Commandments of Personal Leadership.

1.) Be passionate about your vision and the WHY behind it; communicate how everyone fits in.

2.) Build strong trusting and caring relationships, keep your commitments, and connect with your team at all levels.

3.) Be clear and enthusiastic on your expectations of your team and your team's expectations of you.

4.) Create and promote an innovative and dynamic learning environment. It starts with you!

5.) Be grateful for your team and show real, heartfelt appreciation. Trust your team to succeed.

6.) Be an active and effective coach. Listen, coach and be coachable.

7.) Enjoy your life and enable your team to enjoy their lives. Take care of yourself. "Balance of life!"

8.) Share your dreams with big dreamers. Learn the dreams of your team, your customers, and your business partners.

9.) Take accountability for your actions -- successes and failures. Hire people who are better than you.

10.) Lead by example, be supportive, and be collaborative with your team, customers and partners.

Jim Ondrus is a Vistage Chair and president of JA Ondrus, LLC in Canton, Ohio.

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Utilize Social Media -- But Why?

We’ve all considered both sides of the saying, “change for change’s sake.” On the one hand, there’s the argument that there’s no point in changing things around if it just represents something to do. On the other hand, there’s the idea that it never hurts to shake things up and challenge the status quo.

When it comes to marketing, the landscape has changed for us. Digital marketing—in particular, social media marketing—has presented tools and options we’ve never known before. The question becomes, how should you use it? And, as a CEO or manager, how involved should you be?

Joe Pulizzi spoke to the Akron Advertising Federation in May

I had the opportunity earlier this year to attend a seminar presented by Joe Pulizzi, founder of the Content Marketing Institute and author of several books on the topic, including his most recent, “Content Inc.” While he certainly advocated jumping into the world of content marketing and social media, he also pointed out that the process is more a marathon than a sprint. In fact, he advises businesses to be prepared to wait as long as 18 months for a content marketing plan to produce concrete, measurable results.

Are you utilizing social media for your business? I am, and I think you should be, too. That doesn’t mean you need to do everything. I’ve turned to professional colleagues to help shape and implement my content marketing plan, which includes everything from Facebook to blogging to e-newsletters. I’m able to keep a finger on the pulse of what’s happening, without being bogged down in the details. As a result, we can keep things moving forward—almost in spite of me, you might say.

It’s also important to know why you’re utilizing social media. Simon Sinek, a noted author and speaker on the topics of management and leadership, poses the question, “Do you know your why?” Sinek, who shares his ideas online at www.startwithwhy.com, gave a popular TED Talk on the topic, in which he shares his Golden Circle concept.

At the center of the circle is the why, the core of your business; next comes the how, as in how you fulfill your core belief; and then comes the what, as in what you do to achieve it. Sinek suggests that most of the time we actually get it backwards. We start with the what, and work from there. His ideas are thought-provoking and compelling. A simple change in perspective can make all the difference.

When it comes to social media marketing, rather than resist it or place it on a mental back burner, why not embrace it? Learn all you can about it. Actively plan for it. And begin your plan with why you’re doing it. You’ll soon recognize that it’s more than just change for change’s sake—it’s change for your business’ sake, and an important element to your future success.

Interview: Dave Kirven

I have had the good fortune of working with, and learning from, great leaders during my career. One of the keys that has been evident to me is their ability to build great relationships and focus on bringing people and resources together to get results. Dave Kirven, business manager for Plumbers and Pipefitters Local Union 94 in Canton, has spent 32 years in the labor field, working to bring the community together by getting people and organizations to go outside of their comfort zones for the common good.

In addition to his responsibilities with Local 94, Dave is also president of the East Central Ohio Building & Construction Trades Council, which comprises 22 local trade union chapters, and is chairman of the Stark Carroll Oil & Gas Partnership, an alliance of local community and government groups that promotes understanding of the oil and gas industry.

Dave is a good friend and I am honored to feature him as one of our spotlight interviews this month. Here are his comments:

Heroes, coaches and mentors: My most significant hero was my sister Laura, who battled cancer for 20 years. I have also taken bits and pieces of learning from various union leaders and managers over my career.

Most significant “a-ha” or “wow” moments to this point:  I’d have to say the importance of my family, and the realization of how fast kids grow up. I’ve also learned the importance of not second-guessing myself and being professional and self-confident.

Greatest insights and experiences:  I am the first plumber in 35 years to sit in this chair and have the responsibility of being business manager for our union. So I’ve learned the importance of getting past stigmas and:

  1.) being more inclusive and learning how to treat people;

  2.) being more transparent; and

  3.) learning how to deal with people and getting more people involved.

Three key pearls of wisdom to share with young aspiring leaders:

  1.) Share your success.

  2.) Own your mistakes.

  3.) Nine out of 10 times if it feels good in your heart, it is probably the right thing to do.

The legacy that you want to leave: I want organizations to see the integrity of the work that we do.

Personal Accountability: The Difference Maker

Fifteen years ago, author John G. Miller summarized one of the greatest pitfalls to productivity in his book, “QBQ! The Question Behind the Question.”

The book remains popular in management circles today, because it summarizes the need for personal accountability. Miller says that when problems arise, instead of pointing fingers at others and playing the role of victim, we need to ask a simple question: What can I do to make a difference? It is only by looking for solutions, rather than laying blame, that we can best solve problems and be productive.

The concept of personal accountability is nothing new. It’s been the topic of countless books and articles over the years. Just Google “personal accountability” and see for yourself how many results come up.

But if it’s so widely talked and written about, why is it so difficult to practice? Perhaps it’s because of our human proclivity—and the fact that the idea is ingrained in us in today’s society—to play the victim role.

When problems arise, it’s too easy to try and shift the blame elsewhere. When things don’t work out for us, it’s because of factors that are out of our control. We point fingers and make excuses, and nothing is truly resolved to anyone’s satisfaction.

Miller is on target, then, when he suggests simply turning the equation around. Instead of looking elsewhere, look within. What can I do to make a difference? It’s a simple question, but the answer can have profound effects.

For one thing, it’s empowering. By taking responsibility for our actions, we take control of the results. In reality, that makes us more effective. Who wants to be victim of outside forces deciding our fate for us?

At the same time, when we practice personal accountability, it builds trust. Our colleagues know we’ve “got their back.” An atmosphere of trust is a productive atmosphere, and a productive atmosphere produces successful results.

Truly, personal accountability is a "difference maker" in business and in life. Imagine if everyone were to choose to act in an accountable manner, not only for their own actions, but for the overall welfare and benefit of the whole. We would have fewer problems, and more answers.

Are you asking the right question? What can you do to make a difference, today?

 Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Interview: Mike Boyd and Lauren Boyd

This month’s featured interview offers two for the price of one: Mike Boyd, president of Creative Source in Canton, and his daughter Lauren, who recently joined Cleveland Clinic as assistant director of development programs.

Mike Boyd and Lauren Boyd at an OSU game

I met Mike six years ago in a networking group meeting, and he’s been a great friend and colleague ever since. We’re both members of the Rotary Club of Jackson Township, and he’s provided outstanding leadership for the club’s signature event, the annual Field of Honor/Field of Heroes, for the past five years.

I first met Lauren four years ago, when she attended a communication styles workshop I conducted at Creative Source. She graduated from Hoover High School in North Canton in 2008 and went on to graduate from The Ohio State University.

I thought it would be interesting to interview Mike and Lauren and see how their perspectives align on such topics as learning, mentoring, and being open to new opportunities.

First, I’ll let Mike’s words reflect the values that have shaped his leadership style and sharpened his focus:

Business story: “After working in the marketing and advertising department for Camelot Music for thirteen years, I was at a career crossroads when Camelot was facing the prospect of bankruptcy in 1996. So several of us who were colleagues there decided to start our own business, which became Creative Source. Today only Dave Hess and I remain with the company. We drew on our experience with creating in-store promotional materials for Camelot and applied it to producing high-impact signs, displays and printing for businesses of all types and sizes. This is our twentieth anniversary year, and it’s been an enjoyable journey and a fantastic learning experience.”

Heroes, coaches and mentors: “My good friend Dean Langfitt from Sandler Training showed up at just the right time in my career, and has taught me a lot about sales. I also got involved in Toastmasters International a few years ago, which has helped me become more comfortable with public speaking and making presentations. The Rotary Club of Jackson Township has provided me with an outlet for public service and networking. I also serve on the board of directors of CommQuest Services in Canton and have been inspired by their work.”

Pearls of wisdom: “Don’t be too busy doing the work to be engaged and network with people. It is important to give back to the community and pass on what you have learned. It is important to be an influencer. Be an active impact player, playing to win versus playing not to lose. Reach out to connect with people face to face.”

Your personal legacy:  “To be engaged and know that I have touched someone's life in a positive way!”

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Like her father, Lauren’s experiences and personal values have shaped her perspective on leadership and success. Here are her thoughts:

Business story: “While I was still an undergraduate at Ohio State I worked as a communications assistant in the University Communications office. After graduating I worked in University Marketing as a social and multimedia specialist, focusing on alumni, fundraising and recruitment initiatives. I joined Cleveland Clinic in March of this year as assistant director of development programs, helping patients and donors find ways to support the causes, projects and research that are meaningful to them. The key to the opportunities I’ve had in my career to this point has been to build and nurture strong, lasting relationships.”

Heroes, coaches and mentors: “My dad is my greatest hero and mentor! He has provided me with a solid foundation and helped me forge my independence. He never forced me to go a specific direction, but was always there to offer solid guidance, and in a kind manner challenge my thinking. At his urging I joined Toastmasters International, and it has been one of my greatest assets for professional development.”

Pearls of wisdom: “Everything happens for a reason; if you work hard, you’ll stand out and the pieces will begin to fall in place. The best way to overcome age and stereotypes is by proving yourself and making a difference. Always be willing to be involved, and always be willing to learn.”

Personal legacy: “That I made a difference; that I was inspirational, enthusiastic and passionate about everything that I did. That I worked toward a good cause and enjoyed a happy and fulfilling life.”

~~~~~

For more information about Creative Source, visit www.csforideas.com. For more information about giving programs at Cleveland Clinic, visit https://giving.clevelandclinic.org.

 Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.