In 2020, two researchers at Harvard Business School were produced Case study They believed that it could help corporate leaders to develop their own culture. The topic was Steve Care and the guidelines of the Golden State warriors.
The study highlighted the local story, one of the months after the appointment of CARE for Training Warriors in 2014. As a main coach for the first time, he wanted to be ready. So he went to Seattle and remains the coach of Siox Betty Carroll for three days. During the visit, Carroll Care asked how he planned to train his team.
Care was confused: “Like the type of violations that we will run?”
“No,” Carroll said. “This is not what matters most. The key is the type of culture it creates and what men feel every day when they appear in the arena.”
The idea of understanding Kiir was never heard even Carroll.
“He told me how it took 10 years to know himself that for success, the coach must have basic values that are vibrant every day and the players really call it,” said Kiir. “Because if the players are unable to call, the values become just words on the page.”
In the scene of modern sport, no word may become more evident, originally and excessive use than “culture”. It is pronounced at each preliminary press conference, praising and martyred after great victories, and coaches, executive managers and correspondents alike.
But culture expert Spencer Harrison, one of the most wonderful things about the world of corporate, is the number of leaders who do not understand the Carole vision.
Harrison is a professor of organizational behavior at Enid in France and spends most of his days thinking about culture. His research relates to how leaders enhance creativity, coordination and communication. When the Grammy’s musical bands are not seen or asks how people survive the plane’s failure, he consults with executives about culture.
When Harrison speaks to business leaders, each one will mention the importance of culture and its role in its construction. But when they ask them how they achieve it, most of them do not have a good answer. The reason, as he says, has never been taught.
Harrison said: “They only know the experience that it is clear that this thing that seems to be almost unresolved and has an impact on how people behave,” Harrison said.
In essence, culture is what Carroll participated with Kiir: a group of collective basic values that direct the mission of the Foundation and its priorities and decision -making.
“I would like to say that culture is a 24 -hour training program a day,” said Amy C Edmondson, a professor of leadership and management at Harvard Business College. “They are the common assumptions or beliefs about what matters, and what succeeds and who is concerned with behavior in the absence of official rules.”
Edinson believes that each effective organization has three columns:
- A clear value proposal explains the reason for the existence of the organization and what is its purpose. Harvard is an existing school to educate future leaders.
- A system for implementing this purpose (training and equipment programs, for example).
- A specific culture.
Edmondson said: “Culture is what allows us to submit the value of the value,” Edmondson said. “Because everyone understands what we do, and how we do that, and do not need to restructure every minute of the day. Somehow, it is a source of efficiency.”
When Kiir arrived in Golden State, he set four basic values that he wanted to build his culture around: joy, competition, mercy and mind. Choose them after consulting with Carroll. The biggest reason was that they felt his originality.
The challenge facing the coach or business leader is how to make people embody these values in the areas where culture is made: meeting rooms, team facilities, daily interactions. Or, as Kiir once said: How do you take a saying on the wall of the cabinet room and make him feel reality?
One day earlier in this winter, Spencer Harrison consumed another cultural story: Jimmy Bater and Miami Heat.
In addition to being an expert in culture, Harrison is one of the American Professional League fans, which is fascinated by every drama in league and conspiracies. When he attended a conference of culture in Cal Berkeley and found himself listening to a panel discussion with Kiir, he raised his hand and asked about the time Michael Jordan badly did on the face.
Miami Heat has one of the most popular cultures in the American Professional League, a brand (Heat culture“This started when Bat Riley, first as a coach and then a team leader, built the team in the championship rival. Riley explained his basic values in clear terms: the heat will be” the most difficult team, the best, the most, the more, the other, other than selfish, more difficult, more, more, in the American Professional League. “
It seems that the culture, at the beginning, was a comfortable seizure of Petler, the very competing star, shipping. Comfortable heat rules for Batrler, Allow it to fly and bodly separately on road flights. But the relationship between the organization and the star quickly broke, which led to multiple comments issued by the team, embarrassing confrontation, and finally, a trade with Golden State warriors.
Jimmy Butler’s confrontation with Miami Heat has ended when he the heat traded with Golden Stateouts. (Jim Rasol photos / Imagn)
For Harrison, the easiest way to understand the challenge of building a culture is to watch in two distinct different pieces: the group of common values, which was transferred from above, is the “B Big C” culture, while everything else, daily interactions, is the small “C” culture of the company.
in The article was published last year in a review of the Massachusetts Institute of TechnologyProfessor Harrison and Marquette Christie Rogers found that small, vibrant and innovative and creative companies. Harrison says one of the reasons is that companies with a strong Big-C culture are often long-term brands with history, traditions and strict understanding of how things do. The recipe can lead to a fixed culture.
Harrison said: “Whenever there is a big change in the market or the competitive environment, it is really difficult for these organizations to respond because they were imprisoned in one way to do things,” Harrison said. “So what is happening in that is that B Big C dominates and kills the small c because no one is trying to try anything new.”
On the other end of the spectrum, organizations with a great, poor culture – a few declared or a badly expressed task – the culture uses a scapegoat for anything wrong, from the failed acquisition process to a failed strategic initiative.
Harrison said it is easy to say something “not suitable for culture.”
It was a scenario that comes to mind after Dallas Marax, the young star Luka Donsic, was traded to Los Angeles Lakers in favor of Anthony Davis and choosing the first round in the future, a trade that surprised the American Professional League. Dončić, 25, has led Marax to the American Professional League finals last season and is one of the best players in the league. Niko Harrison, General Manager of Marax, confirmed that trade was partly about culture.
Harrison told reporters: “There are people who fit with culture and there are people who come and add to culture, and these two are distinguished things,” Harrison told reporters. “And I think people [are] Aruming to culture. “
In a vacuum, it was a reasonable explanation. Maverx, according to Athleteand They were concerned about the air conditioning of Dončić and outside court habits.
Spencer Harrison said: “But when culture has never been expressed, this can be considered quickly as unreliable and counter -results,” said Spencer Harrison said.
If we set aside the advantages of the chaotic basketball of Dončić and Butler deals, in addition to admitting that sport works with a more limited group of high -end talents from most professions, trading has sparked another common cultural dilemma: what Edmundson calls the issue of “height performance”.
She said: “The person whose individual performance seems very strong, but the way they behave towards others, mainly harms the capabilities of others to do their best work.”
“The unwanted manager will keep bad apples because they bring money, and get points. Perhaps its fruits will be paid in the short term. But in the long run, you begin to wear something very precious. It is the commitment of any other real person to what they do, together.”
People like Spears Greg Pubovic coach, Stelors Mike Tomlin coach, and former Liverpool manager Juergen Klopp are gathered between vision and strong values with a vibrant small C culture. But the research from Harrison and Rogers suggests that it is not only about making players – or employees – feel satisfied with themselves or strengthening a healthy work environment. The best managers are those who can make culture feel alive, who can take a simple moment at a meeting and drink it with the company’s values.
For example: night, he first appeared in the American Professional League with San Antonio Spears, James White wanted to make a statement. It was in March 2007, and White hit the bench during an explosion. With a six -minute stay, he heated the ball near the paint, moved and tried to turn over Matt Barnes.
When White jumped, Barnes pushed him to the ground. This type of physical play that could have had usually caused in White, a 24 -year -old striker and was with Spears for only four months, jumping and returning.
White said, “When I was on the ground, I thought,” Do not do anything stupid because this is not part of the culture. “They won’t do it. Culture there, it was different. “
When Care started his first season with Woriors, the values wrote on the blackboard and developed a slogan: “Power in the numbers”. Holding daily gatherings and try to enter humor in lessons. He once recalled a conversation with Bubovic, who told him that after years of training, he realized that one of his biggest priorities was to be able to enjoy his day. If it is excited to work, the culture has benefited.
But a lot of culture construction is still not concrete. Why do some coaches and others link? Why do some leaders feel the ruling and others do not feel?
“Everything that happens in practice, all the players feel when they walk in the gym or to the field, every day they come to the facility, it must be real,” Kiir Carroll told Their podgeCall their first conversation in 2014. The important values for you as a coach must be vibrant. Thus, culture is defined.
“And when the players feel that and feel that originality is coming from you, and ends in practice and in the atmosphere, there is now a real thing and the momentum begins to build.”
Another story that Kiir loves to tell. It relates to how he commissioned his practices. Regardless of what the warriors do on that day, Kiir tries to conduct every training and every competition period. The target reflects one of its basic values, and Kiir hopes to rub his players.
But there is another reason that the story may be strong: it is that Kiir tells it at all.
After years of research, Spencer Harrison believes that one of the best ways to create a culture is by telling stories. The process is called “Ajsi Hansel and Greesl-Eng”, which is very simple. When the company has a story that it can tell about itself, it can drop it in the foreground, which gives it a map to follow up. You can find examples in old companies such as Hewlett-Packard, which was established in one car garage and used the origin of the original to keep its basic spirit as an innovative creator. You can also find examples in teams like The Warriors and Heat.
Harrison said: “Stories symbolize what it means to move forward,” Harrison said. “Then we pay more attention to these things and then go back again.”
In time, you may not even have to repeat the story. Care, for example, only shows its basic values at certain moments. Hope is that, after a while, people can feel simply.
– Elise Devlin contributed to reporting.
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