Organizational Culture vs. Organizational Identity

July 17, 2014January 3, 2016 / Justin Irving / 1 Comment

It is vital that organizational leaders understand the distinction between organizational identity and organizational culture.

Organizational Identity is the visible and public dimension of an organization. It is captured by what is included in its public documents, websites, and public forms of communication.

Organizational Culture is the deeper essence of the organization, often present at the unseen or unconscious levels of organizational life. In his book Organizational Culture and Leadership, Edgar Schein argues that organizational culture is essentially “…the accumulated shared learning of a given group” and “its pattern of shared, taken-for-granted basic assumptions.”

With this distinction of organizational identity as a public dimension and organizational culture as a sometimes unseen dimension, I use the iconic metaphor of an iceberg to capture this thought and distinction. Leaders who are only paying attention to the organizational identity that is above the waterline might inadvertently collide with the underlying organizational culture. Leaders must pay attention to both dimensions—both above and beneath the waterline.

Photo Credit: IMG_2863, by ravas51, Flickr

Leaders must not only be aware of and communicate the public identity of their organization, they must also be aware of how this stated identity is either ALIGNED OR MISALIGNED with the actual organizational culture.

Organizations sometimes assert organizational identities that are more aspirational than actual. In one sense, this is helpful. We want to strive for improvement as individuals and as organizations. The leadership danger, however, is when the gap between aspirational identity and actual culture is unseen by the core leaders of the organization.

As leaders, we need to raise our awareness of where organizational identity and culture are aligned and where they are misaligned. Where there is alignment, let’s celebrate and tell the story. Where there is misalignment, let’s lead our communities toward our organizational aspirations with visionary determination.

7 Levels of Leadership Communication

July 17, 2014January 3, 2016 / Justin Irving / 9 Comments

Photo Credit: Communication, by elycefeliz, Flickr

Effective leadership and effective communication are intimately connected. I often tell students, “Although you can be an effective communicator without being an effective leader, effective communication is foundational to effective leadership.”

For some of you, this is energizing. For others—perhaps those who do not like public speaking—this can sound intimidating. But whether we like it or not, effective communication is vital for effective leadership.

It is important to remember, however, that communication takes many forms, uses many mediums, and happens at many levels. While some leaders excel at public forms of communication such as plenary speaking or communication through mass media, others excel at interpersonal forms of dyadic and small group communication.

As leaders, the key is to know our strengths and growth edges as leadership communicators.

Here is quick list of 7 Levels of Leadership Communication that you may use to think through strengths and growth edges in your leadership communication practice:

Intrapersonal Communication — The level of Intrapersonal Communication easy to miss in communication discussions. Intra-personal communication focuses on what is happening at the level of self-leadership. Before you are able to effective communicate with others, the leadership message must be clear to you. The level of intrapersonal reflection and dialogue is focused engaging clarity of thought before engaging clarity of communication. A strong intrapersonal communication supports strong interpersonal communication.
Interpersonal Communication — Moving from intrapersonal communication to interpersonal communication highlights the importance of others in the communication process. Communication is not just about the message sent. It is about the message received. This necessitates understanding the other in the communication process. The following levels help think about the other on multiple levels.
Dyadic Communication — Dyadic Communication focus on the dyad of two people. How are you doing at this level of communication? As a leader, are you able to sit down with another individual and effective communicate your leadership message? Are you able to effective listen to the needs of others? Are you able to effectively connect these felt needs with the visionary direction of the organization?
Small Group or Team Communication — Small Group/Team Communication takes communication to the next level beyond just two individuals. Are you able to effectively work with small groups of individuals in your organization? Are you able to communicate in such a way that helps the team coalesce around a common vision? Effective leadership communication at the team level also must pay attention to working through and weathering potential storms of conflict.
Divisional or Organizational Communication — Moving beyond the team level, organizational leaders also need to think about communication internally within the organization at the divisional and macro organizational level. Are you able to cast a compelling vision through Organizational Communication? Are you able to use multiple pathways of formal and informal communication to reinforce the central organizational values and goals?
Public or External Communication — Organizational leaders not only need to think about communication within their organizations, but also Public/External Communication beyond the metaphorical walls of the organization. How are you as an external leadership communicator? Are you mindful of the various constituencies that have a vested interest in your organization? Are you finding communication channels that not only work for you, but also work for your target audience? Effective public or external communication helps to expand your organization’s influence in new arenas.
Mass Communication — Finally, Mass Communication is an extension of public/external communication using methods from disciplines such as advertising, journalism, broadcasting, and public relations. Organizational leaders often are not experts in these areas. Because of this, effective leadership communicators at this level often partner with internal or external coaches to help guide effective mass communication for advancing the organization’s message.

Although few leaders excel at all of these levels of leadership communication, this list provides a helpful checklist for thinking through strengths and growth edges in your own leadership communication journey.

Beauty from Ashes

July 17, 2014January 3, 2016 / Justin Irving / Leave a comment

Photo Credit: Justin A. Irving, purposeinleadership.com

We are on our trip to the Pacific Northwest this summer. As I look at the beauty surrounding us, I’m in awe once again of the majesty of God’s creation. We are staying near where I grew up in the foothills of Mt. Hood and there are breathtaking views all around. Here is a glimpse of what I’m enjoying:

As beautiful as this place is, I’m reminded that much of this beauty God created through massive upheaval, disruption, and even eruption.

One of these eruptions happened during my childhood on May 18^th, 1980. This was the day Mount St. Helens erupted. I recall much of the community walking around with masks in the aftermath. I remember countless stories told in the days leading up to and the days, weeks, months, and years following. And, I remember particular things, like playing in the fallen ash from the eruption on my elementary school playground.

These memories—being back home, seeing the beauty of this region, remembering the ash of Mount St. Helens—remind me of the work God is up to in our lives. God is in the business of creating beauty from ashes and joy from sorrow.

The gospel is not about bringing our beauty before God. The gospel is about bringing our dead ashes before the One who is able to bring life from our death…beauty from our ashes.

May you rest in the One who is able to make all things new.

Isaiah 61:1-3

The Spirit of the Lord God is upon me,
because the Lord has anointed me
to bring good news to the poor;
he has sent me to bind up the brokenhearted,
to proclaim liberty to the captives,
and the opening of the prison to those who are bound;
to proclaim the year of the Lord’s favor,
and the day of vengeance of our God;
to comfort all who mourn;
to grant to those who mourn in Zion—
to give them a beautiful headdress instead of ashes,
the oil of gladness instead of mourning,
the garment of praise instead of a faint spirit;
that they may be called oaks of righteousness,
the planting of the Lord, that he may be glorified. (ESV)

Managing the Mountains of Conflict

July 17, 2014July 17, 2014 / Justin Irving / 1 Comment

Conflict is a regularly part of most organizational journeys. Just like any journey to the Pacific Northwest is likely to encounter travel through the Cascade or Rocky Mountains, so any organizational journey is likely to encounter the metaphorical mountains of conflict. Although conflict is a normal and regular part of organizational life, many leaders and organizational members still struggle to find their way through the mountains of conflict.

In this brief video, I use the backdrop of Mt. Hood as an occasion to discuss the importance of understanding conflict styles, working toward conflict resolution, and pursuing the summit of reconciliation.

Right Vision…Right Time — Are You Ready for Change?

July 16, 2014January 3, 2016 / Justin Irving / 3 Comments

Photo Credit: Justin A. Irving, purposeinleadership.com

Change is all around us. We experience it personally. We experience it interpersonally with those closest to us. And, we experience it at macro levels organizationally, societally, and globally. Some changes happen to us—changes that we do not have much say over. But many other changes are ones we do have a say over…when they will be initiated…when they will be implemented…how they will be implemented.

One of the overarching themes in Peter Drucker’s writing was the importance of balancing continuity and change in organizational practice. Organizations need time-tested practices in the form of organizational continuity, and organizations need innovation in the form of organizational change. A core job of leaders is to know when to hit the accelerator to advance change and when to hit the break to reinforce organizational continuity.

Navigating Readiness for Change as Leaders

In discerning when to stop and when to go, the following model may be useful in discerning whether you and your organization are ready for change. The model is structured around two core questions: Is it the right vision? Is it the right time?

Is it the right vision — …for you as the leader? …for the members of the organization? …for those you serve as an organization?

Is it the right time — …are you ready for this change as a leader? …are the organizational members ready? …are those your organization serves ready?

Irving Change Readiness Model

Answers to these two driving questions point leaders to four traffic signals that may be used to guide their decision about whether or not it is the right season of change for you and your community.

Traffic Signal #1 — Do Not Enter … Wrong Vision / Wrong Time

Traffic signal #1 is “Do Not Enter!” When it is both the wrong vision and the wrong time, as leaders we need to hit the break on change and stop. Pressing for change when it is the wrong vision and the wrong time will lead to FAILED CHANGE.

Traffic Signal #2 — U-Turn Required … Wrong Vision / Right Time

Traffic signal #2 is “U-Turn Required!” When it is the wrong vision but the right time, leaders need to find a safe place to pull over and turn around. Pressing for change when it is the wrong vision but right time will lead to MISGUIDED CHANGE. Leaders who recognize this unique situation of organizational readiness and misfit vision will have the courage to make a U-turn and get the organization headed in a new direction with a new vision.

Traffic Signal #3 — Yield … Right Vision / Wrong Time

Traffic signal #3 is “Yield!” When it is the right vision but the wrong time, it is time for leaders to see and respond to the yield sign. It is recognizing that while the vision is right, the organization and its people may not be ready. This is often the hardest signal for leaders to follow, because waiting for the right time is difficult. However, pressing for change when it is the right vision but wrong time will lead to a FORCED CHANGE. Forced changes often result in failed change. Leaders in this situation must exercise patience and put people before goals.

Traffic Signal #4 — Green Light … Right Vision / Right Time

Finally, traffic signal #4 is “Go…Green Light!” When it is both the right vision and the right time, as leaders it is time to hit the accelerator and navigate through a planned path of change. When it is the right vision and the right time, this is a moment of OPTIMAL CHANGE READINESS.

So, are you ready for change? Following this change readiness model based on vision and timing will go a long way in guiding leaders toward the proper season for enacting change.

Rooted & Relevant – Leading with Grounded Relevance

July 15, 2014January 3, 2016 / Justin Irving / Leave a comment

Photo Credit: The Old Chinese Banyan HDR, by Lip Jin Lee, Flickr

We often feel the tension between being relevant and rooted. For academic leaders, this is a tension between theory and practice. For business leaders, this is a tension between production and marketing. For ministry leaders, this is a tension between biblical faithfulness and cultural relevance.

Grounded Relevance

The answer, of course, is not picking between rootedness OR relevance, but rather being rooted AND relevant. We might label this middle-ground of both-and as Grounded Relevance. This is a place that holds in harmony and tension the need to be both rooted and relevant in our approach to leadership and thoughtful practice.

Theory-Informed Practice

For example, as a leadership professor, I desire my students to engage significant theory and research, but I equally desire students to translate this into leadership practice. Theory without practice is often irrelevant. Practice without theory is often misguided. Students and practitioners of leadership need both—they need theory-informed practice.

Biblically-Grounded & Missionally-Relevant

Ministry leadership from a place of Grounded Relevance is rooted in Christ: “For I determined to know nothing among you except Jesus Christ, and Him crucified” (1 Cor. 2:2). It is also rooted in a commitment to God’s word and follows the Ezra-like example of treasuring God’s word as a ministry foundation: “Ezra had set his heart to study the law of the LORD and to practice it, and to teach His statues and ordinances in Israel” (Ezra 7:10).

But Grounded Relevance is also about missional relevance. Grounded Relevance is about connecting an eternal message to temporal people in specific times and specific places. Christian leadership that responses to its times by walking the pathway of Grounded Relevance will not be content with business as usual but rather will take seriously the call to engage culture both authentically and missionally.

Rather than leadership that reacts, reflective Christian leadership that is Grounded and Relevant takes seriously the whole of God’s Word and provides the basis for engaging culture with the power of the Gospel. Such leadership holding to the path of Grounded Relevance can, in the words of Henri Nouwen, be:

“flexible without being relativistic,
convinced without being rigid,
willing to confront without being offensive,
gentle and forgiving without being soft, and
true witness without being manipulative”

This is the call for Christian leaders in our day. It is a call to be so rooted and grounded in Christ that we have the capacity to be relevantly engaged with the world around us. It is a call to be Rooted AND Relevant.

Perspective on Prosperity for Leaders

July 9, 2014July 10, 2014 / Justin Irving / 1 Comment

“DO NOT BE OVERAWED WHEN OTHERS GROW RICH“
Psalm 49:16

To be a leader today often means learning to be comfortable around people from a wide range of socio-economic backgrounds.

Psalm 49:16 provides a helpful reminder for leaders to “not be overawed when others grow rich.” The Bible targets the human tendency in our hearts to inordinately admire—or envy—those who are wealthy. Why is this tendency dangerous? Why is this warning especially relevant for leaders? Here are three observations to guide our response to such questions and provide some perspective on prosperity.

Looking to the Heart

First Samuel 16 records the events surrounding Samuel’s anointing of David as the future king of Israel. Upon Samuel’s arrival he saw Eliab, son of Jesse, who possessed the physical appearance and stature that Samuel expected of a king. Samuel saw Eliab and thought to himself that surely this was the Lord’s anointed; God gently corrected Samuel:

“Do not look on his appearance or on the height of his stature, because I have rejected him. For the Lord sees not as man sees: man looks at the outward appearance, but the Lord looks on the heart” (1 Sam. 16:7).

Similar to Samuel’s error, it is easy for leaders today to become focused on the outward appearance. God’s correction is as much for us as Samuel. God’s gentle redirection is clear—look primarily to the heart and character of people and not to external measures of socio-economic status.

Finding No Place for Partiality

James 2 provides an additional reminder for today’s leaders. In light of the temptation to become “overawed when others grow rich,” James reminds us of the importance of not showing favoritism toward those who are rich. Reminding us of the second greatest commandment to “love your neighbor as yourself” (James 2:8), James provides a clear warning to his readers: “if you show partiality, you are committing sin and are convicted by the law as transgressors” (2:9). We are called to not show favoritism toward those who are rich; honoring the rich and poor with equity begins at the attitudinal level through not being over or under awed by those we encounter.

Setting our Hope on God

Finally, Paul offers a call for Christian leaders to provide a direct challenge to those who are wealthy. Paul writes: “As for the rich in this present age, charge them not to be haughty, nor to set their hopes on the uncertainty of riches, but on God, who richly provides us with everything to enjoy” (1 Timothy 6:17). There is a tendency in many to put our hope in externals like money and possessions. Paul reminds us of the danger of the uncertainty of riches and calls us to something greater. For Christian leaders to effectively and compassionately serve the rich by calling them to trust in God rather than riches, these leaders must first learn the art of seeing people for who they are and not be “overawed” by uncertain externals.

_____________________________

When leaders possess the ability to not be “overawed when others grow rich,” they begin to possess the Christlike perspective that enables them to look at the heart of a person. Such perspective will enable leaders to not yield to favoritism and to provide care for the rich and poor alike by calling to them to a wholehearted trust in God.