Cultural Leadership
Change, Alignment & Performance
The workforce and the workplace are changing
Most of us are navigating a changing landscape and experiencing a need to reconnect and rediscover how to work together.
We need to find our way back to alignment and design our new normal by working with what’s really important - our core values, immutable motives and vital interpersonal needs.
Align culture and create a genuine sense of purpose and belonging
Resolve team dysfunction & foster a greater diversity of thinking
Coach performance and change behaviour with intrinsic motivation
Cultural Alignment
Curating and Aligning Culture Across Teams & Organisations
Performance Culture
Leading Performance with Motives, Needs & Strengths
Using the TEMPERAMENTS model
Your temperament is your
current mindset in relation to your career, your team and your organisation. It’s a product of leadership, cultural norms, and your own values, interpersonal needs and personality traits.
Cultural Alignment
Align teams and organisations for motivated, frictionless performance and to prepare for transformation, merger or restructuring.
Team Clashes
Within Teams
Differences in temperament, if not recognised and respected, create team dysfunction
Between Teams
Differences in temperament between teams create a sense of fighting against each other
Due to Hybrid
Hybrid has had benefits for lifestyle and balance, but many people have found valuable collaboration more difficult and have focused more on 'busywork' and tasks than problem-solving together.
The one-page infographic shows exactly how temperaments clash to create team dysfunction:
Organisational Clashes
Between Vision & Reality
People are not motivated, are unable to achieve the vision or have different ideas about what's important.
Between Merging Organisations
Most M&A deals fail to achieve expectations, and the main reason given is clashes in culture
Between Generations
Many organisations are experiencing mismatches of expectations between different generations in the workplace
The one-page infographic below shows exactly how temperaments influence organisational focus:
Performance Culture
Do managers find it difficult to have tough conversations?
Does too much 'tick box' process stifle conversations?
Or does not enough process mean that conversations never happen?
Is it difficult to navigate perception gaps or mismatched expectations?
Equip people-leaders to conduct motivational performance conversations
Adopt coaching-style leadership to retain and develop talent
Grow the capability of the organisation through developmental delegation
Using the 'temperaments' model to discuss and coach performance increases self-awareness, clarifies positive intentions, reduces misunderstanding and facilitates behaviour change by highlighting:
Personal Values & Intrinsic Motives
Interpersonal Need & Sense of Belonging
Behavioural Traits & Signature Strengths
For a more detailed description of my approach to performance management, please check out this article
Change Management is an Oxymoron
Lead Emergent Change with Vision, Motivation & Agility
The Leadership Gap
Management and Leadership are used interchangeably, but they are very different. Management is about today, leadership is about tomorrow. In creating excellent managers, we have created a shortage of leaders.
In such contexts, change is important but delayed for short-term priorities, and it is described using the metaphor of turning an oil tanker.
Lead by Understanding Temperaments
- Cultivate Vision & Curate Culture
- Challenge Cultural Norms
- Inspire with Rhetoric
- Utilise Intrinsic Motivation
- Increase Problem-Solving Agility
- Replace Behaviour
- 'Nudge' with Positive Reinforcement
For a more detailed description of my approach to culture and system thinking, please check out my articles on Schizmogenesis and Emergence.
DELIVERY
Workshops
Development programmes for cohorts within organisations
Train-The-Trainer
Train internal change agents and cultural leaders
Coaches
Learn how to use temperaments in your coaching practice
INTELLECTUAL PROPERTY
The temperaments model is the intellectual property of Daryll Scott. Please do not copy or reproduce without written consent. If you use the resources provided on this page, please reference the source.
What's your temperament?
Answer seven questions to discover your values, motives, strengths, needs & traits