When working with teams and leadership globally the challenge is to how best embed a company’s values in new corporate C-levels to entry-level teams–as all represent the face of the company.
As I have found in all my projects… when they bring in new American and western leadership, without a full immersion in their DNA….the new team members may cognitively recognize the company culture– but frankly defer to their own past ways.
For the auto industry if former Ford, Mazda, Toyota, GM or other brands…. in most cases I see them fall back on the former company norms and practices….and not really embracing the new Culture unless strong mentoring takes place….
This goes the same for other business sectors. I see a few exceptions…
BTW in Korea, all the major Chaebol have deep immersion into the respective corporate culture. These “boot camps”, most lasting for 4-6 weeks, cover all aspects of the firm’s operation.
In addition to classroom learning, they embed the new employee in actual day to day operations. For example, this may include a week on the line in manufacturing, or on the floor in their retail operations, and time in a service center. I even know a Korean food brand that requires it’s new executives to work in their restaurants alongside a chef in food prep for a week.
All said, hires regardless of rank and title are most often given a brief orientation then expected to jump into their new job. This is a reality.
My recommendation as they are the face of the company the team also gets structured ongoing coaching and mentoring that shares the company’s Culture and DNA. This needs to be a priority… as it’s easy to push off with urgent business matters taking precedence–the Urgent overtaking the Important, the later contributing to long-term success, missions, and goals.
Here as always….
Don
The Face of the Company
When working with teams and leadership globally the challenge is to how best embed a company’s values in new corporate C-levels to entry-level teams–as all represent the face of the company.
As I have found in all my projects… when they bring in new American and western leadership, without a full immersion in their DNA….the new team members may cognitively recognize the company culture– but frankly defer to their own past ways.
For the auto industry if former Ford, Mazda, Toyota, GM or other brands…. in most cases I see them fall back on the former company norms and practices….and not really embracing the new Culture unless strong mentoring takes place….
This goes the same for other business sectors. I see a few exceptions…
Author Don Southerton
BTW in Korea, all the major Chaebol have deep immersion into the respective corporate culture. These “boot camps”, most lasting for 4-6 weeks, cover all aspects of the firm’s operation.
In addition to classroom learning, they embed the new employee in actual day to day operations. For example, this may include a week on the line in manufacturing, or on the floor in their retail operations, and time in a service center. I even know a Korean food brand that requires it’s new executives to work in their restaurants alongside a chef in food prep for a week.
All said, hires regardless of rank and title are most often given a brief orientation then expected to jump into their new job. This is a reality.
My recommendation as they are the face of the company the team also gets structured ongoing coaching and mentoring that shares the company’s Culture and DNA. This needs to be a priority… as it’s easy to push off with urgent business matters taking precedence–the Urgent overtaking the Important, the later contributing to long-term success, missions, and goals.
Here as always….
Don