Five Things Business Leaders Can Do To Create A Fantastic Work Culture

Don’t lie or cheat. — Because of my recent book on integrity, people sometimes ask me if it’s okay to tell a lie. Well, that’s impossible for me to answer! But, what I have observed is that when managers don’t tell the truth, trust erodes. If I don’t trust a manager, I don’t think that he, she, or they have integrity. Similarly, if I don’t believe a manager has integrity, I certainly won’t trust them. It’s vital to operate by a principle that if it can be found out, it will be. In addition, there is plenty of truth in the observation that there are no such things as secrets in organizations.

This interview originally appeared in Authority Magazine, a Medium publication, in November 2021.

As a part of my series about how leaders can create a “fantastic work culture”, I had the pleasure of interviewing Mike Horne.

Mike Horne is a people and culture change-maker. He helps smart people to develop and sustain authentic and rewarding relationships with colleagues and customers. Dedicated and loyal, Mike combines experience as a global executive with a one-of-a-kind perspective that helps leaders move their personal and professional goals forward.

Mike has built a successful career in Human Resources, guiding businesses and teams at Gilead Sciences, Genentech (a member of the Roche Group), Notre Networks, Marriott International, and Willis Towers Watson. As a consultant, Mike’s clients included Darden Restaurants, ExxonMobil, HP, McKesson, and Office Depot. He is the author of Integrity by Design: Working and Living Authentically.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

My interests have always been at the intersection of individuals and groups. Or, in other words, between employees and organizations. A mentor instilled an idea that we could improve most intersections. I’ve moved towards designing better systems, whether joining the United Farmworkers’ lettuce boycotts or becoming a Peace Corps volunteer in the Solomon Islands. I hate living with the idea that inadequate systems always trump good people, so I aim to make a change in that regard — to make possible probable.

Can you share the most interesting story that happened to you since you began leading your company?

I don’t think my path is unusual. There is the time you work in your business and the time you work on your business. The demands are nonstop. What I’ve learned is to expand my boundaries and to operate beyond. My partners are all over the world, and I’m grateful for that every day. I see all of our mistakes and shortcomings as opportunities to do better on the next go-around.

Are you working on any exciting projects now? How do you think that will help people?

I’m excited about how we are reaching larger audiences with our new seven-day Challenge, Lead From Your Heart. It’s great to see how people take advantage of learning with and from their colleagues for seven days. The amount of content and learning that can be delivered on great-looking and working apps is incredible!

Ok, let’s jump to the main part of our interview. According to this study cited in Forbes, more than half of the US workforce is unhappy. Why do you think that number is so high?

I often wonder if we have a selection problem. The news from Forbes is confirmed by other sources (e.g., Gallup) and by recent events now coined as The Big Quit and The Great Resignation. From Gallup’s employee engagement data, we know that about 70% of employee engagement is within managerial control — and, as the Forbes data indicates, the workforce is unhappy. People get promoted because of their technical skills. We need to do a better job of creating psychologically safe workplaces built on a bedrock of trust. That means changing systems.

Based on your experience or research, how do you think an unhappy workforce will impact: Company productivity, Company profitability, and employee health and wellbeing?

Happiness is an outcome of authentic behavior or, in other words, congruency. Congruency occurs when our words and actions match. Even better, it is when our thoughts, words, and actions match. We know from social science research and flow psychology that alignment promotes happiness. When that alignment occurs, we experience congruency. We like working with happy people and tend to be more productive and experience well-being in those circumstances. Profitability follows.

Can you share 5 things that managers and executives should be doing to improve their company work culture? Can you give a personal story or example for each?

1. Don’t lie or cheat.

Because of my recent book on integrity, people sometimes ask me if it’s okay to tell a lie. Well, that’s impossible for me to answer! But, what I have observed is that when managers don’t tell the truth, trust erodes. If I don’t trust a manager, I don’t think that he, she, or they have integrity. Similarly, if I don’t believe a manager has integrity, I certainly won’t trust them. It’s vital to operate by a principle that if it can be found out, it will be. In addition, there is plenty of truth in the observation that there are no such things as secrets in organizations.

2. Think about communities rather than cultures.

It may be time to give up on the culture bandwagon, and that’s difficult for me to say. I’ve spent a good portion of my career designing great places to work and emphasizing the importance of culture on performance. It all remains relevant, but our times, as the song goes, are a-changing! People want belonging, and managers and leaders bear responsibility for creating communities. Communities represent what’s vibrant in us rather than understanding organizational performance from an anthropological view. Our communities form organizations, and we will find ourselves as members of several communities. Community-minded actions and thoughts broaden corporate or organizational efforts to the broader views of society and stewardship.

3. Work on trust.

When a manager moves from seeing a person as an element of production and a unique human being, the manager opens up possibilities. To work on trust, a manager has to be self-aware, and that requires others! Self-aware people seek feedback on how they come across to others. Many seem to have forgotten trust, and it’s likely a contributor to The Great Resignation. You can be wounded at work (a missed promotion or plum assignment) by your managers, and it surely erodes trust. Trust can be fragile and builds from your integrity.

4. Say hello.

Effective people managers surround themselves with diverse people and ideas. The surest way to create inclusion is to say hello to others. It slows us down. We don’t know what happened to someone five minutes ago, nor do we know what will happen to them in the future. However, talented managers know that they have the time to be grateful and appreciate the value of the individual. Too many executives would like to make money without people, failing to recognize that people are the center of the enterprise. When we change to a people and customer-first orientation, we shape our interactions with each other in positive ways.

5. Encourage accountability with alignment.

People work best when they are clear on their organization and team’s values, vision, mission, and goals. Clarity in these areas creates the opportunity for discussion and engagement. It extends human effort from a job to a purpose. When we connect actions to aims, we ignite the human spirit and unleash productivity. As a manager, I experience increases in employee effort when goals are agreed upon and clear.

It’s very nice to suggest ideas, but it seems like we have to “change the culture regarding work culture.” What can we do as a society to make a broader change in the US workforce’s work culture?

Yes, I’m for enlarging the discussion from culture to community. In addition to truth and transparency, we need to demonstrate our respect for one another. We do that by keeping our commitments and acting from the heart. Those actions show respect. In teams, we need to ensure that we truly listen, and we work courageously. The demonstration of courtesy demonstrates our care for others. We have to show our personal integrity. The pandemic hastened the shift to remote work, and many managers remain unprepared to engage in the new world of work where screens replace office water coolers.

How would you describe your leadership or management style? Can you give us a few examples?

I’m always learning! When I reflect on my earliest managerial experiences, I often wince. I had to abandon micromanaging in favor of growth and development — my own as well as the company! Today, I work on discussing values, mission, and goal-directed work. I’m less about checklists and reports and more about listening. It’s also less about having a well-prepared question and more about moving myself to a place of understanding. When people feel heard and understood, only then can you begin to create movements towards growth and development. People must be valued. It’s difficult to fake, though many go through the motions.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

I’m grateful to my mentors Charlie and Edie Seashore, prominent social psychologists in the human potential movement. They have been described as masters of the breakthrough moment. Immensely observant, their inquiries often began with the question, “How is that working for you?” Once in a meeting that Edie was facilitating, I said to the group, “I don’t care.” Edie asked, “What if you did care?” It’s those observations and actions in the moment that cause me to be present and attentive. And, from my dear colleague and mentor, Darya Funches, I have learned about presence, hope, and discernment. I carry all of these gifts with me.

How have you used your success to bring goodness to the world?

Today, I am advancing authentic leadership in the world. I do that in a variety of ways, including writing and podcasting. I work and coach others so that they can bring their best to every situation. While I believe that wisdom is someone else’s experience, I help others capitalize on their strengths and catalyze actions based on my perspectives and love of learning. I’m proud of those accomplishments.

Can you please give us your favorite “Life Lesson Quote?” Can you share how that was relevant to you in your life?

It’s three, and all based on the observations of the legendary Swiss psychoanalyst Carl Jung. First, “You are what you do, not what you say you’ll do.” Next, “The privilege of a lifetime is to become who you truly are.” Lastly, “We cannot change anything unless we accept it.” I realize the remarkable journey I am on to become more fully who I am, and therefore rejoice in my meaning and purpose.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger.

Authentic leadership. We need more trust, communication, stewardship, and fun in the workplace. In turn, we will create places where people do their best! I look forward to others joining me on the movement to bring more of who we are to what we do.

Thank you for these fantastic insights. We wish you continued success!

https://medium.com/authority-magazine/mike-horne-five-things-business-leaders-can-do-to-create-a-fantastic-work-culture-d7f71b4b1ea7