90% of CEOs don’t believe their business is moving fast enough to adapt to the changing world. And that raises a mass of questions. How do I create an agile, high performance culture? How do I engage and align our people? How do I drive productivity? Land strategy? Create trust in our business?
There’s an old story about two hikers who are confronted by a large bear in the woods. One calmly sits down, removes his boots and puts on a pair of running shoes. “What are you doing!” his panicked friend asks, “you’ll never outrun a bear.” “I don’t have to” he replies” I only have to outrun you”.
The life expectancy of a S&P 500 company is down to 15 years!
Whilst CEOs may be right that their business is not moving fast enough, it may not be as bad as they fear. In most cases they only need to go faster than the other guy. It’s therefore worth asking who is wearing the running shoes in your industry. Which are the agile businesses you face, and what are they doing that you are not?
The answer tends to be the businesses that are smaller, newer, less encumbered with legacy; in other words, the entrepreneurial ones.
Entrepreneurial thinking; a mindset not a legal entity
Yet, entrepreneurial thinking actually has very little to do with scale or age. It’s a mindset. It’s therefore worth taking a really close look at what entrepreneurially-minded businesses, of whatever size, actually do. How is that they create that agility of culture, productivity of people and performance of management. And can this be replicated?
Entrepreneurial thinking actually has very little to do with scale or age
A big part of what drives agile business is a compelling and engaging purpose which is authentically and consistently held in the organisation. For purpose to have any impact, it must not only be credible and congruent to the activities of the business. It must also be absolutely authentic. Most large organisations know this and have spent a great deal of time, trouble and money creating and communicating a clear purpose. They believe it’s the key to driving the agility in their people, their leadership and their cultures that they need to survive in the fast-paced and ambiguous world they face. They believe that a clear purpose will engender behaviours of alignment and engagement in their people, clarity and velocity in their management, and openness and creativity in their cultures. These are the hallmarks of the agile, entrepreneurial business they seek to create.
For purpose to have any impact, it must be credible and congruent to the activities of the business. It must also be absolutely authentic.
And most are finding it’s making not a jot of difference to the behaviours in the organisation; “we’re just not getting any traction from our purpose” as one C-Suite said to me recently. There is a big gap between the purpose at Board level and the experience of employees and customers. Just why is this?
Entrepreneurially-minded organisations achieve agility not by having a purpose but what they do with it.
Agile, entrepreneurial businesses just use purpose in an entirely different way. A way we find can be replicated in almost any organisation to bridge the gap and actually harness all the power of legacy (that currently burns itself up in internal nonsense) and point it outwards to create velocity for the company.
Our experience of these agile and entrepreneurially-minded businesses reveals a clearly defined set of drivers within their cultures that are the secret to bridging the Purpose Gap.
Inspiring leadership helps. Purpose should be inspiringly and credibly led. But what the business believes about itself and how it behaves are more important.
The first major difference in these organisations is a strong cultural assumption of TRUST. These cultures tend to be open, compassionate and creative rather than inward looking, fearful and controlling. In more traditional cultures based on control, people are instinctively distrustful of the purpose and hence it has no power to change things for the better.
What drives trust is a marked difference in the organisation’s approach to people.
What drives trust, allows purpose to thrive and transforms cultures is the organisation’s approach to people. There is no mystery to this; as Jeff Weiner of LinkedIn says, it can be taught. There is also nothing soft or altruistic about it; creating trust is a major driver of exceptional productivity and efficiency. And, as LinkedIn has discovered, the rewards of creating Cultural Agility in terms of building cultures that are innovative, open and always learning can be extraordinary. To find out more about creating agility through building a trust culture read here.
There is nothing soft or altruistic about creating trust; is a major driver of productivity.
The second major driver of entrepreneurially-minded businesses is a company-wide feeling of, and desire for, OWNERSHIP. Unless everyone in the organisation feels – and feels allowed to feel – a powerful sense of ownership of the business it will not flow through into agile employee behaviours. Organisations in which everyone feels an emotional investment demonstrate employee behaviours of alignment, engagement and autonomy. And the simplest and most compelling route to creating a culture of ownership is to create a feeling of ownership of the purpose the organisation serves.
Organisations need to reframe the relationship between the company and the employees from one of control to one of self responsibility
This is about a critical shift in how management at every level of the organisation thinks and behaves and about shifting the relationship between the company and the employees from control to self responsibility. To find out more about creating agility through developing ownership and responsibility read here.
The final driver of entrepreneurially-minded businesses is the ability to manage in CONTEXT. Whilst trust drives cultural agility, and ownership drives engagement and autonomy, the ability to manage in context defines how effectively and efficiently management behaves.
Contextual Management creates clarity, adaptability and, above all, velocity in management decision-making.
An increasingly volatile, uncertain, complex and ambiguous world requires a significant amount of adaptability; and that is something that entrepreneurial management is all too familiar with. Whether because of the speed of development, newness of the market or paucity of resources, entrepreneurial management has long been adept at navigating an ambiguous world. The key skill entrepreneurial management demonstrates is the ability to make decisions contextually to create clarity and direction rather than getting bogged down in the content. And this is a skill that can be taught.
Where management uses a clearly articulated purpose as the context for key decisions, within an environment of trust and where the whole team is willing to take responsibility, it creates enormous velocity. It also ensures the purpose links the business up from top to bottom. To find out more about creating agility through managing in context read here.
Is there any proof to support these observations?
Actually, yes. So convinced are we that purpose drives performance we wanted to prove it. So, we’ve spent two years creating a measurement methodology with Cambridge University and others that provides the metrics to definitively prove that purpose drives performance. But that’s not enough. We also need to show how this effect works and measure the correlations and causalities between the cultural attributes described above. We need to show how these cultural factors activate and unlock purpose. So that any company can replicate the cultural systems of the best entrepreneurial businesses and start to develop a more dynamic and agile culture. You can find out more about that work, and how you can benefit from it today, here.
It’s easy to agree that purpose is a good thing. With the life expectancy of a S&P 500 company down to 15 years, it’s easy to identify that the behaviours of aligned engaged staff, open innovative cultures and agile clear-headed management are the key to survival. The problem is the gap between purpose and behaviour. Without the entrepreneurial drivers of trust, ownership and context muddle, distrust and cynicism will persevere in middle management and purpose will not take root. Without these entrepreneurial ways of thinking no business can hope to be agile. It will always be outrun. And in a volatile, uncertain, complex and ambiguous world the bear is very large and very real.
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John Rosling is a writer and lecturer on entrepreneurship, CEO of Contexis and Head of Thought at the Contexis Index; ever curious as to how entrepreneurial thinking is the key to activating purpose, stimulating agility and velocity and fulfilling human and commercial potential in global organisations.