Leading Change Archives

The Culture Code: The Secrets of Highly Successful Groups
by Daniel Coyle. Daniel is the author of The Talent Code, a New York Times bestseller and a contributing editor for Outside Magazine. He has certainly written an insightful book that easily holds your attention around building successful groups.

This is unique because his lessons flow beyond the common idea that ‘groups’ are only within a workplace. On the other hand, it would be a mistake to narrow your view of this book to just the workplace. Daniel delivers impactful lessons for community, academic, and volunteer groups. Almost anyone gathering with others for a common cause can benefit.

The Culture Code is direct in establishing the key building block to group success. Hence, a dedicated, honest, and holistic leadership is key. Moreover, this type of leader allows individuals to feel safe and grow to become loyal to their group’s mission.

Daniel writes an intriguing story in Chapter 4: How to Build Belonging around a group of highly dedicated and successful jewelry thieves. As you can see, this is somewhat weird at first glance. Yet, so committed to this group, each member of this criminal gang selflessly went to prison rather than rat out any member of their group. In fact, this group actually developed plans to free anyone in their group arrested….by actually breaking to the prison. Wow.

Daniel provides many examples of successful groups. There are a number of lessons from military groups focusing on war. While all Americans can identify to the group that killed Bin Laden, military culture is very elite. In comparison, this may be a bit distant for everyday groups striving to succeed.

Leading Change by John P. Kotter is a much respected book. There are indeed solid points. However there are no case studies or source companies named. Regardless of the lessons, without fully understanding the company or executive this seems somewhat less credible. John is professor of Leadership at the Harvard Business School. So, my expectations were extremely high.

The opening chapter set the book’s tone for great potential. There is much to consider when addressing the need for change within any organization. John provides good insights and his lessons are true to form.

In addition, Leading Change provides a foundation for shifts across companies that require tackling pain points. Businesses must shift to remain relevant in a competitive global marketplace.

John proceeds to explain his eight-stage process of creating major change. there is no need for me to lay out the key framework for his process. There are plenty of resources that address his work.

So, each of his eight stages are broken down into three manageable segments. The introductory segment is to create a climate for change. The largest challenge is who the company or organization’s leadership views change as risk. In addition, the second segment requires the strong, powerful engagements with employees to set up success for changes coming across the board. Finally the last segments is implement and sustaining change.

The book seems to favor large, global corporations. There are elements of the book however that seem to be set in a pre-iPhone era. The book was based upon his 1996 article in the Harvard Business Review This includes stage three, developing a vision and strategy.