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Webinar on how an organization can build a strong culture to make itself future ready.
00:24 Hello everybody
00:25 I'm Robert Richmond,
00:57 I guess we can wait for five minutes and
00:59 then we can start then just wait for five minutes attendees tojoin
04:07 Hello everyone hope everyone is
04:10 happy healthy and safe, so
04:14 thanks a lot for joining in today's
04:16 webinar on how an organization can build a strong culture to make itself future ready ( Check here for more details )
04:22 So I'm logging in from India Bangalore and it's 10:30 p.m. almost I just grabbed a coffee and I'm all charged now so before we could
04:32 dive deep into our webinar let me just
04:35 share a couple of housekeeping items
04:37 So this recording is, I mean this session
04:40 will be recorded and it'll be available to you
04:43 after the session, during the webinar
04:46 we'll have a lot of questions from you guys which you the you can either put it on the
04:50 chat or you can put it in the q/a tab there and towards the end of the webinar
04:56 we'll have a q/a session or where we'll try our best to incorporate the
05:01 maximum questions we have
05:03 and then we'll see how it goes so we'll start
05:06 (Naz’s Introduction) Now I'm Naz, I'm an employee engagement specialist
05:10 with Xoxoday. Xoxoday is a SAAS commerce company that helps companies
05:16 build a happy and engaged workforce
05:18 The HRs and CXOs use Xoxoday
05:21 to align motivate and empower employees
05:24 or channel partners to improve
05:26 productivity satisfaction and happiness
05:29 so what I do here is along with keeping our employees at Xoxoday
05:34 engaged I also partner with our clients
05:37 to help them with their initiatives
05:39 of keeping a happy workforce
05:42 So the good news today is, I wouldn't be talking much. I live with that noble act to the man
05:48 himself Robert
05:50 (Robert’s introduction) So Robert is, Robert Richman he's a culture strategist
05:55 and the co-creator of Zappos Insights, an innovative program focused on
06:00 educating companies on the secrets behind Zappos awesome employee culture
06:06 through his work he's been helping a
06:09 lot of major companies to build
06:11 their employee culture like Google, Toyota Eli Lilly and Intuit, interestingly
06:17 he's also pioneered a number of innovative techniques to build around company
06:21 culture like bringing an
06:23 improved comedy to a workplace that's
06:26 something really cool I thought and today the insights
06:30 he'll share will have particularly relevance to us and
06:35 how we gonna structure this entire thing
06:37 is for the next few minutes is
06:39 probably Robert can start with his
06:42 favorite topic company culture a few
06:44 lines and that and then I could ask him a few questions on behalf of the audience
06:49 and from his book. So
06:53 I think uh he'll help us understand more on those topics
06:57 with his insights so over to you
07:00 Robert, I think the stage is all yours
07:06 (Robert Speaking) Thank you Naz, thank you everybody for
07:07 having me here and for staying up so late for this presentation I hope to
07:10 make it absolutely worth your time
07:13 and to have some real game changer ideas and tips
07:17 to help with your culture of course the better your questions the better my
07:21 answers and the more specific your
07:23 questions the more specifically I can
07:25 help you solve your problems
07:27 overall my approach to culture is one
07:29 that is different from a lot of approaches in the sense
07:33 that it's not
07:34 about engagement from the perspective of
07:37 making people happy of trying to do okay what do we do
07:41 for these people and these people in
07:42 this age group and that
07:44 I personally don't believe that works so
07:45 well because you have to keep working at
07:47 it and working at it and working at it
07:49 my approach is much more about how do you create a great game, a great game for people so
07:56 that they are clear they're clear on the
07:58 goal they're clear on the rules
08:00 most importantly they're clear on what would get them
08:03 kicked out that is the highest leverage factor of culture
08:07 is your ability to kick somebody out of the culture because if you don't have that
08:13 then all kinds of bad behaviours get
08:15 tolerated and we can talk a little bit
08:16 about that but your highest, highest leverage
08:19 is what gets you kicked out of the game
08:22 and so building it as a game
08:23 you know when you talk about football or any type of sport
08:27 you don't have to motivate people to
08:29 play it they see it
08:30 and they say either I want to play that
08:32 game or I don't
08:33 and so that's what I see is the
08:35 strongest cultures and there's a lot I
08:37 can say all kinds of things about recruiting
08:39 training innovation leadership how to
08:41 structure games how to work through problems etc we
08:44 can get in as deep as you'd like through
08:46 this through our time together. So I hope you come forth bring your
08:49 frustrations bring your challenges
08:51 and we'll address them
08:56 sure So Robert I think we are up for
08:58 the game So I'll start with the biggest
09:01 question or the important question that what exactly is culture
09:07 and how do we define that I mean is it
09:10 people's attitude or is it a set of beliefs or what exactly is culture because
09:16 different people have different ideas I want to hear it from you that what actually defines culture
09:23 yeah it's it's all those things I mean
09:26 what culture is at its core is the connection between people that usually exists in language so
09:34 culture because culture exists whether
09:36 you're a manufacturing plant or an internet company
09:39 how if culture exists and all those things regardless of the business
09:43 then what culture is, is almost invisible
09:45 it's what exists between people
09:47 so what exists between people are is communication, it's expectations, it's
09:54 what is essentially programming the behaviors of it and at its core it's a feeling you
10:00 walk into a store you walk into anything
10:02 a party a dinner you get a feeling
10:04 and that drives it is the feeling that you're creating
10:08 because you can't deny people's feelings
10:10 you could say we have the best company
10:11 we have this this this and that but if people don't
10:13 feel it what's the point they're not gonna
10:16 they're not gonna really resonate with
10:17 it but that feeling comes a lot out of alignment to me the strongest cult
12:18 (Connection checking) all right till he joins in I have a
12:20 question which says research seems to indicate that post-covid world
12:26 culture takes on new meaning
12:28 oh well I mean uh culture has always been
12:32 an underlining you know a cornerstone of an organization what builds
12:39 an organization culture is the employees
12:43 so when people as Robert said it's the feeling of people working together
12:49 so I think when we all were back in office we had more, we knew exactly what it was
12:56 working in an
12:57 in a culture and organization but
13:00 now with covered and with all of us
13:03 working remote
13:04 the entire definition of culture has changed or
13:08 most of the companies are re-looking
13:10 into what exactly culture is or it's in the run of how can we build
13:16 that culture in organization while staying remote right so
13:20 I think each company has been trying differently
13:23 how we've been trying is we've tried to keep our employees motivated throughout because
13:31 we keep working a lot and we really do not meet I mean we all are social animals we
13:37 need to meet people we need to be
13:39 talking to them
13:40 to know what it feels like working in a
13:42 company and we really do not know that am I doing it right or
13:47 do I need to do more so that's when in our organization we have, you know
13:54 incorporated something like to make it the recognition rich culture where
13:59 we take care of every you know every effort that an employee puts in so
14:06 we try to do it by keeping an appreciation week or
14:10 we try to you know thank every small contribution of an
14:14 employee so different companies write
14:16 the different way
14:18 so this is how we've been doing and
14:20 we have Robert back in action so I think
14:22 I’ll leave the talking to him
14:24 so Robert I was saying thank you, (Robert Speaking) I
14:25 apologize something happened with my
14:27 network connection here I apologize
14:28 it's okay, great so I,I think I said something last and I think
14:33 I didn't hear the, the questions coming up or where you'd like togo next
14:37 yes so I was just talking about
14:39 culture and I think you would almost finish that and then I’ll give you the next question
14:43 so Robert you were speaking about culture
14:46 and why should we really build a culture in an organization
16:00 (Robert’s answer) what's it being driven by (Naz speaking) so you do have a vast experience of consulting and working with
16:08 various organizations do you remember or do you have
16:11 some prominent examples on how this has been for certain companies
16:18 of how they have built and what they have seen
16:22 (Robert’s answer) sure I mean whole foods has been values
16:57 (Naz speaking) sure so where does one really start Robert. I mean is it the vision is it the mission is it the values mean all of this seems to be quite big even
17:09 if it's for a startup or a mature organization vision mission values is something we keep hearing
17:16 but where do we start exactly and what exactly is the starting point
17:20 and how to tackle that (Robert’s answer) yeah the first
17:23 starting point especially if you're in
17:24 an organization that is already running is where is their pain where is their frustration
really frustrated like you might be getting
companies have 20 different goals
20:22 (Naz speaking) so I mean, how do we make them realize
20:25 that co-creation is really important
20:28 towards the journey of success
20:31 (Robert’s answer) you don't make them realize anything you
21:35 (Naz speaking) So when you know you're ready to hire to fire and buy the culture and values
21:43 when do you know what yeah when do you know that you're ready to hire
21:47 or fire someone or sticking on to our values and culture
21:52 when you've you have to decide that for yourself you have to
21:55 you know figure out what are those things like I mean if there is
21:59 an employee who's extremely you know
22:01 good at his work say for he brings in
22:03 the best sales numbers but there is some element of his which
22:08 you know is not very appealing to the rest of the members probably the rest of the members
22:12 are not as great performer as this particular person but
22:16 What do you suggest in such a scenario well
22:22 (Robert’s answer) At first there's a coaching conversation
24:52 (Naz speaking) Sure um now how does one manage change when we see say for an
25:00 organization they have realized what's gone wrong or
25:03 they are very sad that we this is the way we are going to function
25:07 and this is our values and uh
25:10 how do they manage this change and what
25:13 is some of the best practices in hacker versus best practices
25:18 (Robert’s answer) Well for change it's a process I use
26:48 (Naz speaking) Sure so safer if somebody
26:52 really wants to hire since you were
26:54 mentioning that it's all about hiring and firing
26:57 How do we know this is the right guy for us? I mean is there anything that
27:03 we can analyze an interview
27:06 or process is a very little time to judge somebody
27:10 that's why most of the time companies
27:12 you know don't get the right hire so what do you think is the
27:15 best way to get to know if they really would fit into our culture
27:20 (Robert’s answer) You got to ask questions in alignment
28:20 (Naz speaking) So if I may ask
28:23 Do you remember anything interesting at Zappos when you were trying to
28:27 or you know hire somebody based on values
28:32 (Robert’s answer) Not me personally because I, I was
29:08 (Naz speaking) So what really kills corporate
29:12 (Robert’s answer) Culture what kills culture
31:36 (Naz speaking) Could you give some examples of some small or mid-sized companies (Check out some strategies to improve corporate activities)
31:42 or businesses who focused on culture and
31:46 then they succeeded like you know this question is primarily for
31:51 a lot of startups who are really struggling in to get
31:54 that culture because with the startup
31:57 I mean there's a feeling or there's a culture that's built that
32:03 it's an open culture
32:04 What actually is an open culture
32:08 (Robert’s answer) Well the thing with the startup is that
33:38 (Naz speaking) Can you recall during a consulting
33:41 experience? Was there any experience
33:43 where it was a very difficult time for you
33:48 as well as the people you were working with
33:51 to change something or something like that
33:55 (Robert’s answer) Yeah I mean change, change in general is
34:50 (Naz speaking) So where do you think is the most
34:52 difficult you know area is it, the leaders, or is it the
34:56 the, the executive level or where
35:00 exactly is the change difficult
35:04 (Robert’s answer) it's difficult for anybody who's not
36:43 (Reading out audience’s questions)
37:10 (Robert speaking) Sure okay so a question from Cole is any
37:13 process where negativity is overwhelming
37:15 is not generally appreciated how do you hack
37:18 (Answer to Cole’s question) that the way that you hack it is like…..
38:38 (Next Question) How do we become a digital company
44:42 (Naz Speaking) Yes, I do have a question this is
44:45 from Manoj Agarwal
44:47 (Question by Manoj Agrawal- Co-Founder of Xoxoday) A culture in companies comes much
44:50 later in an individual's life an
44:53 individual's value system is built right
44:55 from the childhood and his education how in such cases do
45:00 companies drive it in the right values behavior and then hence culture because
45:06 the organization can't really change the value and culture
45:10 you've lived for your initial 20 years of life
45:16 (Robert’s answer) I'm I'm trying I'm struggling to…….
47:02 (Next Question) So postcode I think the term culture is becoming more prominent now
47:08 it was always there I mean companies
47:10 believed it and they practiced it
47:12 but now with people working remote more
47:15 and more companies are realising that we
47:17 need to do something to keep our remote culture alive
47:21 what are your thoughts on that how do companies continue
47:24 to stay on you know on the right track
47:27 while maintaining the culture
47:28 during these times (Robert’s answer) yeah, it's a really
47:32 hard change to deal with again I I'm like a broken record player…..
49:28 (Naz Speaking) You do sound like you are in some sort
49:30 of show and you're going to do something
49:33 (Robert speaking) Well did you notice I just changed the microphone
49:35 (Naz Speaking) yes I did I did
49:37 (Robert speaking) Right, so now I'm I'm using the, the computer microphone
49:41 which is more louder
49:47 now how does this sound compared to that
49:49 you're talking more closer
49:52 yes so I recommend everybody get this
49:55 to create closeness in the culture when
49:58 you don't, it's hard to hear you it's hard to
50:01 connect with you so use technology to your advantage
50:06 get a great microphone and get everybody
50:08 a great microphone
50:09 so that they can all connect deeper and…….
50:38 (Naz Speaking) So say for I mean we know that
50:42 we all are working remote and work doesn't seem to happen like
50:46 how it was working earlier so it's somewhere
50:49 you know bringing the monotonous you know work
50:52 pattern and people not being able to you know
50:56 enjoy the celebrations or they're not able to
50:59 they're not getting recognized what do
51:02 you say how much does all of this play in
51:05 building that culture
51:06 (Robert’s answer) it varies per culture…..
53:23 sure I think that that's that's quite a great tip to
53:26 try it different than what we've been
53:28 doing so that we don't
53:30 comment about monotonous work getting monotonous
53:33 so I think we'll try that too right so
53:37 we have a Mukul is asking is there a new
53:40 book that you're writing
53:41 (Robert’s answer) I'm working on a book called the 48 hour day…..
53:59 (Naz Speaking) Sure we're looking forward to that so I
54:02 think we have a few minutes before we
54:04 end the webinar. Is there any more questions from…
54:18 (Last Question) So Robert we do often see that
54:21 you know companies might shift the values or the mission
54:25 or the vision so how do they incorporate the change to people
54:30 for whatever reason they would have thought that
54:33 this is not the value that will be going forward and for the employees it's a
54:37 sudden change of what they've been driving towards and
54:41 what it will be from now on
54:43 There are companies who change their values or mission or vision atone point of time they think
54:51 so far what we were doing that was not
54:53 the right way we would want to try it
54:55 from now on like this so for the
54:57 employees it's a sudden switch right
55:00 what they've been working towards and from today we'll be doing this so do you think that approach
55:05 is right and if it's right how do we put that in the correct way
55:12 (Robert’s answer) Same answer I'm gonna keep saying that…..
56:01 Sure so yeah so I think you've pretty much told us and
56:06 (Key takeaways) the key takeaways are that
Check out our ebook on rich organisational culture
00:24 Hello everybody
00:25 I'm Robert Richmond,
00:57 I guess we can wait for five minutes and
00:59 then we can start then just wait for five minutes attendees tojoin
04:07 Hello everyone hope everyone is
04:10 happy healthy and safe, so
04:14 thanks a lot for joining in today's
04:16 webinar on how an organization can build a strong culture to make itself future ready ( Check here for more details )
04:22 So I'm logging in from India Bangalore and it's 10:30 p.m. almost I just grabbed a coffee and I'm all charged now so before we could
04:32 dive deep into our webinar let me just
04:35 share a couple of housekeeping items
04:37 So this recording is, I mean this session
04:40 will be recorded and it'll be available to you
04:43 after the session, during the webinar
04:46 we'll have a lot of questions from you guys which you the you can either put it on the
04:50 chat or you can put it in the q/a tab there and towards the end of the webinar
04:56 we'll have a q/a session or where we'll try our best to incorporate the
05:01 maximum questions we have
05:03 and then we'll see how it goes so we'll start
05:06 (Naz�??s Introduction) Now I'm Naz, I'm an employee engagement specialist
05:10 with Xoxoday. Xoxoday is a SAAS commerce company that helps companies
05:16 build a happy and engaged workforce
05:18 The HRs and CXOs use Xoxoday
05:21 to align motivate and empower employees
05:24 or channel partners to improve
05:26 productivity satisfaction and happiness
05:29 so what I do here is along with keeping our employees at Xoxoday
05:34 engaged I also partner with our clients
05:37 to help them with their initiatives
05:39 of keeping a happy workforce
05:42 So the good news today is, I wouldn't be talking much. I live with that noble act to the man
05:48 himself Robert
05:50 (Robert�??s introduction) So Robert is, Robert Richman he's a culture strategist
05:55 and the co-creator of Zappos Insights, an innovative program focused on
06:00 educating companies on the secrets behind Zappos awesome employee culture
06:06 through his work he's been helping a
06:09 lot of major companies to build
06:11 their employee culture like Google, Toyota Eli Lilly and Intuit, interestingly
06:17 he's also pioneered a number of innovative techniques to build around company
06:21 culture like bringing an
06:23 improved comedy to a workplace that's
06:26 something really cool I thought and today the insights
06:30 he'll share will have particularly relevance to us and
06:35 how we gonna structure this entire thing
06:37 is for the next few minutes is
06:39 probably Robert can start with his
06:42 favorite topic company culture a few
06:44 lines and that and then I could ask him a few questions on behalf of the audience
06:49 and from his book. So
06:53 I think uh he'll help us understand more on those topics
06:57 with his insights so over to you
07:00 Robert, I think the stage is all yours
07:06 (Robert Speaking) Thank you Naz, thank you everybody for
07:07 having me here and for staying up so late for this presentation I hope to
07:10 make it absolutely worth your time
07:13 and to have some real game changer ideas and tips
07:17 to help with your culture of course the better your questions the better my
07:21 answers and the more specific your
07:23 questions the more specifically I can
07:25 help you solve your problems
07:27 overall my approach to culture is one
07:29 that is different from a lot of approaches in the sense
07:33 that it's not
07:34 about engagement from the perspective of
07:37 making people happy of trying to do okay what do we do
07:41 for these people and these people in
07:42 this age group and that
07:44 I personally don't believe that works so
07:45 well because you have to keep working at
07:47 it and working at it and working at it
07:49 my approach is much more about how do you create a great game, a great game for people so
07:56 that they are clear they're clear on the
07:58 goal they're clear on the rules
08:00 most importantly they're clear on what would get them
08:03 kicked out that is the highest leverage factor of culture
08:07 is your ability to kick somebody out of the culture because if you don't have that
08:13 then all kinds of bad behaviours get
08:15 tolerated and we can talk a little bit
08:16 about that but your highest, highest leverage
08:19 is what gets you kicked out of the game
08:22 and so building it as a game
08:23 you know when you talk about football or any type of sport
08:27 you don't have to motivate people to
08:29 play it they see it
08:30 and they say either I want to play that
08:32 game or I don't
08:33 and so that's what I see is the
08:35 strongest cultures and there's a lot I
08:37 can say all kinds of things about recruiting
08:39 training innovation leadership how to
08:41 structure games how to work through problems etc we
08:44 can get in as deep as you'd like through
08:46 this through our time together. So I hope you come forth bring your
08:49 frustrations bring your challenges
08:51 and we'll address them
08:56 sure So Robert I think we are up for
08:58 the game So I'll start with the biggest
09:01 question or the important question that what exactly is culture
09:07 and how do we define that I mean is it
09:10 people's attitude or is it a set of beliefs or what exactly is culture because
09:16 different people have different ideas I want to hear it from you that what actually defines culture
09:23 yeah it's it's all those things I mean
09:26 what culture is at its core is the connection between people that usually exists in language so
09:34 culture because culture exists whether
09:36 you're a manufacturing plant or an internet company
09:39 how if culture exists and all those things regardless of the business
09:43 then what culture is, is almost invisible
09:45 it's what exists between people
09:47 so what exists between people are is communication, it's expectations, it's
09:54 what is essentially programming the behaviors of it and at its core it's a feeling you
10:00 walk into a store you walk into anything
10:02 a party a dinner you get a feeling
10:04 and that drives it is the feeling that you're creating
10:08 because you can't deny people's feelings
10:10 you could say we have the best company
10:11 we have this this this and that but if people don't
10:13 feel it what's the point they're not gonna
10:16 they're not gonna really resonate with
10:17 it but that feeling comes a lot out of alignment to me the strongest cult
12:18 (Connection checking) all right till he joins in I have a
12:20 question which says research seems to indicate that post-covid world
12:26 culture takes on new meaning
12:28 oh well I mean uh culture has always been
12:32 an underlining you know a cornerstone of an organization what builds
12:39 an organization culture is the employees
12:43 so when people as Robert said it's the feeling of people working together
12:49 so I think when we all were back in office we had more, we knew exactly what it was
12:56 working in an
12:57 in a culture and organization but
13:00 now with covered and with all of us
13:03 working remote
13:04 the entire definition of culture has changed or
13:08 most of the companies are re-looking
13:10 into what exactly culture is or it's in the run of how can we build
13:16 that culture in organization while staying remote right so
13:20 I think each company has been trying differently
13:23 how we've been trying is we've tried to keep our employees motivated throughout because
13:31 we keep working a lot and we really do not meet I mean we all are social animals we
13:37 need to meet people we need to be
13:39 talking to them
13:40 to know what it feels like working in a
13:42 company and we really do not know that am I doing it right or
13:47 do I need to do more so that's when in our organization we have, you know
13:54 incorporated something like to make it the recognition rich culture where
13:59 we take care of every you know every effort that an employee puts in so
14:06 we try to do it by keeping an appreciation week or
14:10 we try to you know thank every small contribution of an
14:14 employee so different companies write
14:16 the different way
14:18 so this is how we've been doing and
14:20 we have Robert back in action so I think
14:22 I�??ll leave the talking to him
14:24 so Robert I was saying thank you, (Robert Speaking) I
14:25 apologize something happened with my
14:27 network connection here I apologize
14:28 it's okay, great so I,I think I said something last and I think
14:33 I didn't hear the, the questions coming up or where you'd like togo next
14:37 yes so I was just talking about
14:39 culture and I think you would almost finish that and then I�??ll give you the next question
14:43 so Robert you were speaking about culture
14:46 and why should we really build a culture in an organization
16:00 (Robert�??s answer) what's it being driven by (Naz speaking) so you do have a vast experience of consulting and working with
16:08 various organizations do you remember or do you have
16:11 some prominent examples on how this has been for certain companies
16:18 of how they have built and what they have seen
16:22 (Robert�??s answer) sure I mean whole foods has been values
16:57 (Naz speaking) sure so where does one really start Robert. I mean is it the vision is it the mission is it the values mean all of this seems to be quite big even
17:09 if it's for a startup or a mature organization vision mission values is something we keep hearing
17:16 but where do we start exactly and what exactly is the starting point
17:20 and how to tackle that (Robert�??s answer) yeah the first
17:23 starting point especially if you're in
17:24 an organization that is already running is where is their pain where is their frustration
really frustrated like you might be getting
companies have 20 different goals
20:22 (Naz speaking) so I mean, how do we make them realize
20:25 that co-creation is really important
20:28 towards the journey of success
20:31 (Robert�??s answer) you don't make them realize anything you
21:35 (Naz speaking) So when you know you're ready to hire to fire and buy the culture and values
21:43 when do you know what yeah when do you know that you're ready to hire
21:47 or fire someone or sticking on to our values and culture
21:52 when you've you have to decide that for yourself you have to
21:55 you know figure out what are those things like I mean if there is
21:59 an employee who's extremely you know
22:01 good at his work say for he brings in
22:03 the best sales numbers but there is some element of his which
22:08 you know is not very appealing to the rest of the members probably the rest of the members
22:12 are not as great performer as this particular person but
22:16 What do you suggest in such a scenario well
22:22 (Robert�??s answer) At first there's a coaching conversation
24:52 (Naz speaking) Sure um now how does one manage change when we see say for an
25:00 organization they have realized what's gone wrong or
25:03 they are very sad that we this is the way we are going to function
25:07 and this is our values and uh
25:10 how do they manage this change and what
25:13 is some of the best practices in hacker versus best practices
25:18 (Robert�??s answer) Well for change it's a process I use
26:48 (Naz speaking) Sure so safer if somebody
26:52 really wants to hire since you were
26:54 mentioning that it's all about hiring and firing
26:57 How do we know this is the right guy for us? I mean is there anything that
27:03 we can analyze an interview
27:06 or process is a very little time to judge somebody
27:10 that's why most of the time companies
27:12 you know don't get the right hire so what do you think is the
27:15 best way to get to know if they really would fit into our culture
27:20 (Robert�??s answer) You got to ask questions in alignment
28:20 (Naz speaking) So if I may ask
28:23 Do you remember anything interesting at Zappos when you were trying to
28:27 or you know hire somebody based on values
28:32 (Robert�??s answer) Not me personally because I, I was
29:08 (Naz speaking) So what really kills corporate
29:12 (Robert�??s answer) Culture what kills culture
31:36 (Naz speaking) Could you give some examples of some small or mid-sized companies (Check out some strategies to improve corporate activities)
31:42 or businesses who focused on culture and
31:46 then they succeeded like you know this question is primarily for
31:51 a lot of startups who are really struggling in to get
31:54 that culture because with the startup
31:57 I mean there's a feeling or there's a culture that's built that
32:03 it's an open culture
32:04 What actually is an open culture
32:08 (Robert�??s answer) Well the thing with the startup is that
33:38 (Naz speaking) Can you recall during a consulting
33:41 experience? Was there any experience
33:43 where it was a very difficult time for you
33:48 as well as the people you were working with
33:51 to change something or something like that
33:55 (Robert�??s answer) Yeah I mean change, change in general is
34:50 (Naz speaking) So where do you think is the most
34:52 difficult you know area is it, the leaders, or is it the
34:56 the, the executive level or where
35:00 exactly is the change difficult
35:04 (Robert�??s answer) it's difficult for anybody who's not
36:43 (Reading out audience�??s questions)
37:10 (Robert speaking) Sure okay so a question from Cole is any
37:13 process where negativity is overwhelming
37:15 is not generally appreciated how do you hack
37:18 (Answer to Cole�??s question) that the way that you hack it is like�??..
38:38 (Next Question) How do we become a digital company
44:42 (Naz Speaking) Yes, I do have a question this is
44:45 from Manoj Agarwal
44:47 (Question by Manoj Agrawal- Co-Founder of Xoxoday) A culture in companies comes much
44:50 later in an individual's life an
44:53 individual's value system is built right
44:55 from the childhood and his education how in such cases do
45:00 companies drive it in the right values behavior and then hence culture because
45:06 the organization can't really change the value and culture
45:10 you've lived for your initial 20 years of life
45:16 (Robert�??s answer) I'm I'm trying I'm struggling to�??�??.
47:02 (Next Question) So postcode I think the term culture is becoming more prominent now
47:08 it was always there I mean companies
47:10 believed it and they practiced it
47:12 but now with people working remote more
47:15 and more companies are realising that we
47:17 need to do something to keep our remote culture alive
47:21 what are your thoughts on that how do companies continue
47:24 to stay on you know on the right track
47:27 while maintaining the culture
47:28 during these times (Robert�??s answer) yeah, it's a really
47:32 hard change to deal with again I I'm like a broken record player�??..
49:28 (Naz Speaking) You do sound like you are in some sort
49:30 of show and you're going to do something
49:33 (Robert speaking) Well did you notice I just changed the microphone
49:35 (Naz Speaking) yes I did I did
49:37 (Robert speaking) Right, so now I'm I'm using the, the computer microphone
49:41 which is more louder
49:47 now how does this sound compared to that
49:49 you're talking more closer
49:52 yes so I recommend everybody get this
49:55 to create closeness in the culture when
49:58 you don't, it's hard to hear you it's hard to
50:01 connect with you so use technology to your advantage
50:06 get a great microphone and get everybody
50:08 a great microphone
50:09 so that they can all connect deeper and�??�??.
50:38 (Naz Speaking) So say for I mean we know that
50:42 we all are working remote and work doesn't seem to happen like
50:46 how it was working earlier so it's somewhere
50:49 you know bringing the monotonous you know work
50:52 pattern and people not being able to you know
50:56 enjoy the celebrations or they're not able to
50:59 they're not getting recognized what do
51:02 you say how much does all of this play in
51:05 building that culture
51:06 (Robert�??s answer) it varies per culture�??..
53:23 sure I think that that's that's quite a great tip to
53:26 try it different than what we've been
53:28 doing so that we don't
53:30 comment about monotonous work getting monotonous
53:33 so I think we'll try that too right so
53:37 we have a Mukul is asking is there a new
53:40 book that you're writing
53:41 (Robert�??s answer) I'm working on a book called the 48 hour day�??..
53:59 (Naz Speaking) Sure we're looking forward to that so I
54:02 think we have a few minutes before we
54:04 end the webinar. Is there any more questions from�??
54:18 (Last Question) So Robert we do often see that
54:21 you know companies might shift the values or the mission
54:25 or the vision so how do they incorporate the change to people
54:30 for whatever reason they would have thought that
54:33 this is not the value that will be going forward and for the employees it's a
54:37 sudden change of what they've been driving towards and
54:41 what it will be from now on
54:43 There are companies who change their values or mission or vision atone point of time they think
54:51 so far what we were doing that was not
54:53 the right way we would want to try it
54:55 from now on like this so for the
54:57 employees it's a sudden switch right
55:00 what they've been working towards and from today we'll be doing this so do you think that approach
55:05 is right and if it's right how do we put that in the correct way
55:12 (Robert�??s answer) Same answer I'm gonna keep saying that�??..
56:01 Sure so yeah so I think you've pretty much told us and
56:06 (Key takeaways) the key takeaways are that
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