Efnisyfirlit

• About the author
• Acknowledgements
• Introduction
• Why I wrote this book
• Organisations and people
• I value organisations
• Above the line culture
• The importance of culture
• Culture and evolution
• Supporting beliefs
• A corporate anthropologist at work
• Understanding culture
• Part I: Understanding culture
• 1 What is culture?
• Defining culture
• A formal definition of culture
• A simpler definition of culture
• 2 Why organisations should take culture seriously
• The relationship of culture to business strategy
• Culture is your organisation’s first competitor
• Culture is another word for performance
• The impact of the global financial crisis
• Gen Y employee expectations
• Why organisations should take culture seriously
• 3 Aligning culture and strategy
• The relationship between culture and strategy
• Culture and performance
• Aligning culture and company strategy
• Misaligned on strategy
• Values alignment to strategy
• Understanding values
• The role of values in an organisation
• Part II: Above the line culture
• 4 Above and below the line cultures
• Discovering above and below the line cultures
• Below the line culture traits
• Above the line culture traits
• 5 Below the line stages: dead cultures
• 6 Below the line stages: dying cultures
• Summary of culture traits at this level
• 7 Below the line stages: disabled cultures
• Owning the culture
• Understanding ownership for leaders
• Disabled cultures
• Characteristics of disabled cultures
• 8 Crossing the line: a shift in perspective
• The line and productivity
• 9 Above the line cultures: stable
• New behaviours
• Summary of culture traits at the stable level
• 10 Above the line cultures: successful
• Mission and purpose
• New questions
• Summary of culture traits at the successful level
• 11 Above the line cultures: excelling
• New ways of thinking
• The importance of intent
• Features of excelling cultures
• Summary of culture traits at the excelling level
• 12 A glimpse behind the curtain: consciousness and culture
• Culture and consciousness
• Raising consciousness
• Part III: Elevating culture
• 13 Cultural buoyancy devices
• The three cultural buoyancy devices
• 14 Leaders worth following
• Are you a leader worth following?
• Five ways to become a leader worth following
• 15 Work worth doing
• How to create work worth doing
• Connect to something bigger
• Aim for measurable progress
• Learning and earning merit badges
• Develop a prototype
• Connect to personal values
• 16 Cultures worth contributing to
• 1.  Ownership
• 2.  Decision making
• 3.  Commitment
• 4.  Communication
• 5.  Celebration
• Part IV: Culture planning
• 17 Preparing to plan
• Culture plan concept
• 18 Culture plan 1: purpose
• 19 Culture plan 2: identity
• 20 Culture plan 3: values
• The nature of values
• Values and coaching
• 21 Culture plan 4: capability
• 22 Culture plan 5: behaviour
• 23 Culture plan 6: environment
• Looking at your organisation
• More aspects to consider
• 24 Culture plan example
• Culture plan summary
• Culture planning in practice
• 25 A final word of encouragement
• 26 Next steps
• Bibliography
• Index
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