Paper Napkin Wisdom - Podcast and Blog for Entrepreneurs, Leaders and Difference-Makers
About This Show
I've asked 1000s of the worlds top Entrepreneurs, Leaders, and Difference-Makers to share with me their most important pearl of wisdom on a simple paper napkin. Then I ask them to have a conversation about why they shared that Paper Napkin Wisdom with me and what it meant to them and for them in their life.
Visit http://www.papernapkinwisdom.com for full show notes and archives.
Learn their exceptional Stories of Drive, Impact, Balance and Leadership shared by CEOs, founders, authors, speakers, mentors, and teachers. They share successes and failures alike, paying forward their learning experiences to all of us.
Most Recent Episode
EP# 157: Raising the Dial - Jason Barger (Entrepreneur, Best Selling Author)
< 1 day ago
Just in time for Christmas, there’s cold weather in the upcoming forecast here in Ottawa. So it’s fitting that today’s podcast discusses ways to raise the temperature on company culture. If you’re a long-time Paper Napkin Wisdom fan, you’re familiar with Motivational Speaker and Leadership Consultant Jason Barger. In today’s chat, we focused on how companies can collaboratively create and maintain a positive culture, or in Jason’s words, “Be a thermostat; proactively set your temperature.” Jason details this sentiment in his new book Thermostat Culture. The book centers on the difference between a thermometer and a thermostat – while thermometers just report the temperature, the thermostat controls and regulates the environment. “Culture is dynamic,” Jason says, “The most successful cultures are proactively managed.” For the past decade, organizations and pundits have become obsessed with company culture. But Jason points out that a great culture consists of more than foosball tables, catered lunches and casual attire. “We throw around the term ‘culture’ so loosely. Part of setting a thermostat culture revolves around constant measuring and re-aligning,” Jason remarks. So, how can companies effectively measure this culture? Jason proposes a method he’s dubbed “The 6A Process”. First, leaders must assess the current temperature. Jason recalls an instance where he and his hiking companions lost their way in the Adirondacks. “We weren’t clear where we were on the map,” he recalls, “Until you travel to Point Z, you have to know where point A is.” He suggests having “conversations about the currency for change”, in which organizations really take an honest look at their current culture and assess the need for change. The second ‘A’, aligning, refers to bringing the organization together to determine whether or not everyone is aligned on the assessment and the need for improvement. “Basically, everyone needs to collectively agree on whether or not they’re buying into it,” Jason says. Once aligned, organizations need to begin to determine where they want to be. “A wise man once said ‘He who aims for nothing, hits it every time’,” Jason says. He suggests giving people space during this period and allowing them to buy in to the ultimate company culture vision. The fourth ‘A’ stresses the importance of clearly