SURVEY REPORT
CultureTalkTM An Archetype Survey System Table of Contents
3 | Welcome
5 | The Archetypes
7 | Your Results
11 | Interpreting & Validating Your Results
15 | Applying Your Results
23 | Appendix The Archetypes
2 Welcome to the Culture Conversation
Congratulations on taking the fi rst step toward measuring and learning about your culture. The pages of this report include the outcomes of your CultureTalk™ survey. With these results, you’ll be able to:
CULTURE • Create a positive future vision for your organization based on your noun cul·ture \’kel-cher\ authentic values The beliefs, customs, arts, etc., • Discover, defi ne, and maintain a compelling brand or public identity of a particular society, group, • Attract and engage employees who are a fi t for your culture place, or time. A particular society • that has its own beliefs, ways of Build more effective brand and marketing strategies based on authentic life, art, etc. A way of thinking, messages that resonate behaving, or working that exists in • Measure leadership styles and uncover necessary shifts a place or organization (such as a • Identify and plan for generational differences in the workforce business). • Facilitate growth initiatives with greater ease
What is Organizational Culture?
As organizations form and grow, their cultures take shape and evolve with them. Diffi cult to name or defi ne, culture is more often uncovered in the unwritten rules of engagement than in the employee handbook. Staff, customers and other community members encounter culture through images, symbols, rituals and processes experienced on a regular basis.
Culture shows up differently in every organization. Some companies have casual Fridays. At others, the staff never takes a vacation. Onsite daycare centers are commonplace in some organizations; while others would rather you never mention your personal life.
Organizational culture provides the overriding system of values and behaviors
that strongly infl uence all communication and interaction of a group. 3 Why Now?
No longer is business solely about profi ts and paychecks: People crave something deeper. As technology breaks down barriers, we are experiencing a huge cultural movement toward interactions and experiences that are transparent and meaningful. Your results will help you bridge the gap between logic and emotion, and create authentic connections quickly.
“Company culture is a blend of the Today’s employees and clients are demanding transparency. Talented people values, beliefs, taboos, symbols, want to know that they are a “cultural fi t” before contemplating a job change. rituals and myths all companies And, companies want to hire people who will boost their teams, be ready to hit develop over time. Companies with strong cultures have lower the ground running and bring the attitudes and approach that will help them turnover and higher productivity.” advance goals. At times that may mean instituting new behaviors that shake- up the status quo and challenge the organization toward important changes. Entrepreneur Magazine October 2014 Employees and clients alike want to be respected and appreciated for more than just their skills or the experience listed on their résumés.
How CultureTalk Can Help.
With cultural awareness, groups begin to understand the impact of their culture on the success of the organization and the individuals in it. They can more easily identify the behaviors that enable them to meet their goals and create positive outcomes. Conversely, if goals are unmet, groups can use their new understanding to evaluate what changes would lead to the desired result, shaping common values that drive consistent behaviors.
4 The Archetypes
5 Timeless History
Swiss psychologist Carl Jung used the word “archetype” to refer to the recurring patterns found in our universal stories. He identifi ed the themes, symbols, and imagery as part of the human psyche. More recently, Dr. Carol Pearson built out Jung’s work with a body of research that examined archetypal attributes within organizations. CultureTalk, based on the work of Jung and Pearson, takes centuries of understanding and translates it for today’s business leaders.
Archetypes unite the human unconscious across cultures and continents, industries and markets. With CultureTalk, they come through in twelve unique characters. Like a story where we all know the plot, archetypes help us meet on the same page with a resounding “Oh, I understand.”
These twelve characters help add structure to your unique cultural profi le as you uncover your alignment with the passions and motivations of the Innocent, Everyperson, Hero, Caregiver, Explorer, Lover, Revolutionary, Creator, Ruler, Magician, Sage, or Jester.
Archetypes are timeless stories and characters that connect people emotionally and exert profound in uence on motivations and actions.
6 Your Results
7 Your Archetypal Results
8 Your Archetypal Results Respondent: 214
100
90 89.00
80 79.00 70.00 70 64.00 60.00 61.00 60 56.00 51.00 50 46.00 44.00 40 35.00 30.00 30
20
10
0
Hero Jester Lover Ruler Sage Creator Caregiver Explorer Innocent Magician Everyperson Revolutionary
• Creator: 89.00 • Magician: 79.00 This graph depicts the mean score for each archetype based on the results of • Lover: 70.00 your entire survey group. Your overall top archetype is the one with the highest • Everyperson: 64.00 mean score. When differences between means are small, these archetypes may be equally represented in your organization. It can also be interesting to analyze which archetypes scored the lowest for your organization.
See the Appendix for full descriptions of all 12 archetypes.
9 Are you on the Management Team? Respondents: 43 Yes / 171 No
Yes No
100 91 90 87 81 80 77 71 70 69 70 66 62 58 60 58 60 56 57 50 52 50 46 45 42 43 40 37 32 33 30 28
20
10
0
Hero Jester Lover Ruler Sage Creator Caregiver Explorer Innocent Magician Everyperson Revolutionary
On the Management Team Not on the Management Team
• Creator: 91 • Creator: 87 • Magician: 81 • Magician: 77 • Lover: 71 • Lover: 69
10 Interpreting & Validating Your Results
11 CultureTalk measures the underlying beliefs and attitudes that defi ne why an organization acts the way it does as refl ected in its specifi c systems, structures and behaviors. Results are derived from how the organization aligns with the 12 archetypes.
Before putting any ideas into action, an important step is validating the results of the survey. A good way to validate is through a retreat or workshop format where you gather leaders or representatives from key areas of the business to look at the results of your survey and discuss how well these align with their experiences.
Sometimes the results can be obvious and consensus builds quickly. Other times, someone may question the results, expressing surprise about how the group answered. These objections do not always invalidate results. Instead, they often provide deeper insight into how your culture expresses itself. Together, you’ll fi nd a clearer direction about how to proceed.
Any culture conversation that begins in a small group session is a great place to start.
12 Interpreting Your Archetypes
Many organizational surveys capture a snapshot in time – for example: how does this group of employees feel about these issues today?
An archetypal analysis is designed to run deeper, identifying the enduring themes that tie together the history and future of your organization. Even as your organization evolves, your archetypes can provide a rich palette of ideas and symbols to explore.
Your Mean Archetypal Scores
The graph on page 8 depicts the mean score for each archetype based on the results of your entire survey group. Your overall top archetype is the one with the highest mean score. When differences between means are small, these archetypes may be equally represented in your organization. It can also be interesting to analyze which archetypes scored the lowest for your organization.
In the Appendix, your report includes detailed descriptions of all 12 archetypes. As you review these results, ask your team:
• What attributes of this archetype resonate with us? • How are these strengths exhibited in our organization? • Are we challenged by similar blind spots?
Don’t be surprised if the review of your top archetypes includes a lot of head nodding and laughter. You’ll be telling stories and sharing memories where your archetypes are the main characters.
13 Your Core and Supporting Archetypes
To effectively apply archetypes in culture and communications initiatives, it works best to identify your Core and Supporting Archetypes.
You do not need to use your scores verbatim. Rather, as the conversation expands, take note of which one resonates the most. This is your Core Archetype (even if it doesn’t represent your highest mean score). From here, you’ll be able to prioritize one or two Supporting Archetypes.
For example, if your Core Archetype is Ruler, a Supporting Archetype would add clarifi cation around what kind of Ruler:
• Are you a Wise (Sage) Ruler? • Or a Caring (Caregiver) Ruler?
If you took the CultureTalk Survey every year, we would expect your overall scores to be consistent. However, your team’s analysis of Core and Supporting Archetypes might evolve depending on situational needs.
Demographic Insights
If established prior to the start of your survey, results can be fi ltered by demographic data. From years of service, to locations or job roles, comparing results can provide insight into similarities and differences across different groups.
14 Applying Your Results
15 The results of your CultureTalk assessment can have profound impact across many facets of your organization. From establishing and implementing planning initiatives, evaluating organizational structure, considering new products and services, hiring and team building, and brand and communications, your scores can help you to make strong, effective decisions.
As part of your initial interpretation, we encourage you to:
• Name your culture. Are you a Wise, Inspiring Caregiver, a Heroic Explorer, or a Creative Ruler? • Specifi cally defi ne its attributes and shadow sides • Detail the behaviors and beliefs that have enabled the current culture to take root; providing examples and stories to: • illustrate what it is like to work as part of this team • demonstrate the experience customers, clients, patients or guests have when they relate to your organization
Following are some common applications of this work and how CultureTalk can help.
Culture Code
A Culture Code is a documented expression of the unoffi cial “rules of engagement” in an organization. What are you passionate about? What pulls you together and supports you as a team? What brings a smile, motivates you to excel or pushes you to innovate? Give those things a voice by carefully selecting language and writing impactful statements that engage all stakeholders in a compelling call to action.
Then get creative and have some fun with it. Get the team engaged. Does it become a slide deck that can be shown across all company media, wall art displayed in shared spaces or a printed piece that is part of the orientation experience? The possibilities are endless, and the expression should match the cultural patterns you have just uncovered.
16 Strategic Planning Initiatives
Companies that evolve in alignment with their underlying purpose and values have a strategic advantage. Your new cultural profi le is a compass for moving forward with greater effectiveness. Use it to:
• Assess the fi t and priority of growth initiatives or consolidations, including the addition or reorganization of people, products and services. • Use your Culture Code as a litmus test to evaluate if your current values will provide a strong foundation for the new direction. • Consider if plans are well matched with the motivations and commitments of your team as expressed through your archetypes. • Measure the potential for success in a merger or acquisition. • Even when a deal has the stamp of approval from fi nanciers, the most important test of viability is the merging of cultures. Use your culture profi le, and, if possible, measure the culture of the other organization(s) to pinpoint areas of alignment or potential confl icts before crippling issues arise.
Culture Shifts
Every organization experiences junctures at which a change is required in the existing culture. Some triggers for this include:
• Signifi cant growth or downsizing; • A merger or acquisition; • The evolution or developmental stage of your organization; • Shifts in the marketplace; and, • Change in personnel or leadership.
17 Many times, your results may help to uncover trends that are contributing to a problem and pinpoint changes that you need to make to overcome weaknesses, drive different outcomes or shift in reaction to new goals. Only with a clear understanding of where you are starting can you create a roadmap to take you to a new place. Consider the following:
• What positive aspects of the current culture can be used to galvanize the change you’re seeking? • Are unintended shadow sides that create negative consequences accompanying the strengths of your top archetypes? Specifi cally detail the policies, procedures or people that are holding you back. • Will the changes you’re looking to create be well supported by the behavior patterns and beliefs you’ve just uncovered in your Core and Supporting Archetypes?
You’ve taken the fi rst step in measuring where you are. Next, identify where you would like to be by assessing which archetypal pattern(s) would better support the desired shift. Query your team:
• What behaviors will put you on the right path? • What attitudes will drive new outcomes? • Are new skill sets or people a necessary part of the solution?
Be specifi c and create detailed goals and action plans. Reshape the stories you initially told, revising the details and endings to illustrate new paradigms.
Throughout the process, communicate often through multiple media. Engrained habits are hard to break and new patterns will not take hold without clear commitment and intention. Then, measure your culture again in 1 year – 18 months to assess your progress.
18 Leading Your Culture
An appreciable number of the questions in the CultureTalk survey inquire about the attitudes and behaviors of leadership. There is an important reason for this. Leaders have the ability to shape cultures through their words and actions as well as through the image or reputation they project. They are the driving force behind everything from organizational structure, to policies and procedures, products and services, the public face of an organization and its employment brand.
Your CultureTalk results provide both a picture of the tone set by leadership, as well as the collective views of employees about it. It pulls back the covers and answers the question, “Do you walk your talk?”
This inherent understanding enables leaders to engage staff more effectively, motivating them through the appropriate actions and incentives and moving them toward individual and group goals. They can also assess the rituals and rewards that are in place and how to communicate messages that will be truly internalized.
Ultimately, it is the responsibility of current and future leaders to drive a level of authenticity that shines from the inside of the organization to external markets, constituents and communities.
19 Brand Building
Part art, part science, your brand is the outward facing expression of your internal culture. Loyal customers align with what you believe and how you act on it. A brand built on culture is experienced authentically. Each time stakeholder interactions match the promise made by the brand, trust builds.
Are you unclear on what messages best capture your unique position in the market? Not sure which logo creates a clear and memorable expression for your organization? Maybe you need a tagline for a new product.
Each archetypal pattern carries unique energy and is brought to life through a careful selection of words and images. Here are some brainstorming exercises that can help you to begin identifying brand elements that will resonate.
1. Begin with your cultural attributes and create a list of words and phrases that capture both the attribute and the archetypal pattern you’ve elected to use. There are many ways to express the same thing through the lens of different archetypes. Be aware of the nuances of every word, being very selective to ensure that each is working together to create a picture that refl ects you uniquely. Here is an example of the same attribute expressed through different archetypes:
• We’ll deliver it tomorrow. No questions asked. – Hero Archetype • No worries. Your package is in good hands. – Innocent Archetype • We deliver perfection, on time. – Ruler Archetype
2. Focus on ways to move your brand from a logical expression to one that is emotional and compelling, going beyond statements that express what you provide to ones that capture your archetypal patterns and also share what you are passionate about.
20 3. Rewrite your mission and vision statements, losing language that waters down your message and could be just as easily applied to competitors. Be bold. Choose language inspired by your archetypal patterns to motivate and engage.
4. Evaluate your current logo or consider designing a new one that visually captures the energy of your archetypes.
• Study your pattern to understand whether your archetypes are best evoked with bright colors, royal hues, earth tones, etc. • The fonts, shapes and weight of logo marks should also work to strike the right balance. A few examples: • Bold shapes and colors refl ect the no-nonsense attitude of the Hero • Curves and fl ourishes are reminiscent of the Lover • Circular marks call to mind the inclusiveness experienced in Everyperson cultures
Employment Brand and Team Building
How do each of the people in your organization identify with the patterns you uncovered in your culture? Understanding why they work for you and whether they are contributing to the positive attributes and/or the shadow sides of your culture can unlock important keys to improving engagement in the workplace.
Your new cultural profi le has taken what your team has in common and helped to frame it into what makes you unique. From holiday gifts, to healthcare packages, offi ce decor and everything in between, decisions become easier when you look to your culture. Are you an Explorer Archetype? Maybe you take
21 your next retreat into the woods. Are you struggling to be effi cient? Use your archetypal patterns to make strategic decisions about your next management system or methodology.
Following are some ways to use your culture profi le to build a strong team and employment brand.
• Ensure key people — especially those with highly visible or leadership roles — are in the right seats. Assess how their individual archetypal patterns and
Archetype behaviors mesh or confl ict with the needs of the overall organization and their noun ar·che·type \’är-ki-tīp\ specifi c department or role. (Note: individual assessments are also available A symbol, theme, setting, or as part of the CultureTalk suite of surveys.) character type that recurs in • Create rewards and recognitions that align with your archetypes. different times and places in • Integrate your Culture Code throughout internal communications, drawing myth, literature, folklore, dreams, on these statements to encourage behaviors that support individual and and rituals so frequently or collective success in emails and invitations; on your intranet and in agendas prominently as to suggest (to and meeting minutes. certain speculative psychologists and critics) that is embodies some • Use your Culture Code in recruiting messages and share it with potential hires, essential elements of ‘universal’ asking how they would contribute in a meaningful way. Use stories to express human experience. the many ways individual staff take responsibility for living shared values.
Forms or images of collective A strong, effective culture becomes a key to unlock potential and build enviable nature which occur practically all success. Awareness of your profi le provides an excellent starting point to ask over the earth as constituents of questions, tell stories, and begin conversations that will move your organization myths and at the same time as in the right direction. individual products of unconscious origin (Carl Jung, Psychology and Religion).
22 Appendix (The Archetypes)
23 Ice cold lemonade from a corner stand, a baby’s fi rst smile, or diving into a Life as it mountain lake. Some moments in life can only be described with one word: should be. perfect. The Innocent culture helps us renew our faith in humanity. These organizations and teams help others fi nd sanctuary, peace, and happiness.
Every cloud has a silver lining. Tomorrow is only a day away. Don’t worry, be happy. The Innocent lifts our spirits and keeps us optimistic. These wholesome cultures treat employees with empathy and can be protective, ensuring everyone has a safe space to live, work, and play. Like the happy neighbors with the white picket fence, they represent tradition and an allegiance to established values and morals.
The Innocent may play the role of training unskilled or young employees the basics of the working world such as punctuality, responsibility, or customer service. Because of this, they often attract people who are looking to learn the
ropes, overcome faults, or reignite their faith. 24 Light and Attributes Shadow Sides
Strong Sides • Being exemplars of hope, faith, and offering simple acts of kindness • Their products and services are uniform or wholesome, their employees are consistent and unpretentious • People trust them
Shadow Sides • Idealistic stories and perfect world scenarios can be naive • “Head in the clouds” syndrome (ignoring responsibility or oblivious to reality) • Resistant to innovation or hard work
Passions and Motivations • Doing what makes you happy • Helping others fi nd peace, calm, or balance
Most likely to: • Believe the glass is half full • Paint the walls blue or yellow • Use organic, natural, or untainted products
Other Innocents
Tumblr, Annie’s Homegrown, Method, The Honest Company, Wegmans, Coca-Cola
25 “Be glad there’s a place in the world where everybody knows your name, All for one and they’re always glad you came.” Just like the Cheers theme song, the and one for Everyperson culture is a comfortable place where everyone belongs. A true all. egalitarian environment, everyone is treated equally and they work together to ensure rules are enforced equitably.
Whether they’re standing up for socio-economic disparity or defending an employee’s rights, they’ll always represent the common man and woman. Everyperson cultures often revolve around committees or support groups where people of all levels bond together to collaborate.
These teams are real, honest, and hard working. You can ensure they’ll never let you down, because their strong sense of mission won’t let them. They’re also the most patriotic in the bunch and will honor holidays for veterans, support military families, or fl y their fl ag with pride.
26 Light and Attributes Shadow Sides
Strong Sides • Inclusive, fair, and respectful • Providing a sense of belonging and dignity to all walks of life • Teamwork and trust help them survive diffi cult times • No frills, simple, cost-effective service
Shadow Sides • Not allowing anyone to be the star • If everyone is equal, who’s in charge? • Turf wars • Relying on committees and consensus to make decisions
Passions and Motivations • Banding together to welcome everyone • Building networks of loyal collaborators
Most likely to: • ‘CC’ the whole team on emails • Wear a uniform • Have an open offi ce layout
Other Everypeople
Habitat for Humanity, TOMS Shoes, AAA, Craigslist, Associated Press
27 Let me be The top of a mountain. The edge of a cliff. Winning the pitch for your brand new startup. Explorers go where no man or woman has gone before. Free to set free. their own agenda, they’re the adventure seekers that keep everyone focused on the horizon.
Explorers believe there are no limits to becoming and no end to learning…you just have to step out of life and into living. Independent, self-directed, and at the forefront of theory and practice, they’re inherently non-conformist. With a childlike enthusiasm for what’s new, they often are, or act, like the youngest one in the room.
Natural wood, nautical themes, or panoramic views, the Explorer’s space will take you on a journey. And, you can bet they’ll suggest you take your next team building activity to a mountain, beach, or high ropes course.
28 Light and Attributes Shadow Sides
Strong Sides • Ambition and a pioneering spirit • Having the ingenuity of an entrepreneur with the mentality of a scout • Don’t mind risks and will never get caught conforming • Seeing the possibilities on the horizon
Shadow sides • Chronically dissatisfi ed and uncomfortable doing something the same way twice • Like a lone ranger, Explorers can alienate themselves through their inability to commit • Struggle to support others and may abandon anyone that’s “needy” • Being “young at heart” can seem immature
Passions and Motivations • Adventure, freedom, and the chance to learn by doing • Being the fi rst, the newest, or the most unique
Most likely to: • Offer a product or service that’s never been seen before • Reimburse for gym memberships or take meetings outside • Speak a foreign language
Other Explorers
PBS, Patagonia, Starbucks, NASA, Boy Scouts of America, National Geographic
29 We all have one. Some are disguised as Spider Man. Others, like Gandhi, Bring it on. prefer to come as they are. Often, they fi ght for the underdog. The Hero’s story resonates across continents and cultures. Hero organizations and teams stand tall in times of need while inspiring us to be bigger, braver, and stronger.
This ancient storyline is one that runs deep in human nature. And, the values of the Hero archetype commonly cross industries, services, ages, and more. From doctors that save the day to fi x-it shops that keep you running, the steadfast attitude of working harder to overcome adversity unites people of all backgrounds.
Walk into a Hero organization and you’ll be sure to see “Employee of the month” awards or people praising one another for giving it their all. Motivational pep talks and sports analogies are likely to keep teams fi ghting the competition. Like putting on your Nike gear, the Hero gives you the confi dence to say,
“Just do it.” 30 Light and Attributes Shadow Sides
Strong Sides • Highly productive, disciplined, and focused • Hard working, energetic, and driven to persevere • Inspiring others to be brave and face adversity • Bringing courage to a competitive environment
Shadow sides • Working too long, hard, or fast; burning out • May “bulldoze” their way to a reward and ignore who or what is pushed aside to get there • Can spread shame or point fi ngers when battles aren’t won • Their aggressive actions may hinder partnerships
Passions and Motivations • Winning, rescuing, and reaping rewards • Fostering quick results and overcoming challenges
Most likely to: • Measure themselves based on their competitors • Say, “I will make it happen.” • Have a wall of awards
Other Heroes
U.S. Army, Nike, PayPal, Doctors Without Borders, Mothers Against Drunk Driving
31 Making Like fi nding a family member in the crowd or seeing a long-lost friend, Caregiver cultures are an oasis of comfort in a bustling world. Expert people a mentors and passionate defenders, these organizations and teams are the priority. fi rst ones to lend a hand, an ear, or a shoulder.
The Caregiver culture will often model maternal or paternal patterns. They want to see their employees and customers learn and grow and they’ll support them unconditionally. However, they also know that sometimes people need to learn their own lessons, so don’t be surprised if they carry you just far enough to let you jump out of the nest.
The stories and traditions of the Caregiver will hone in on selfl essness and compassion. This archetypal pattern is likely to show up in places where customers are weak or young, such as non-profi ts, hospitals, or schools. However, empathy isn’t just for nurses or teachers, any company with a
passion for helping others may fi nd themselves modeling a Caregiver culture. 32 Light and Attributes Shadow Sides
Strong Sides • Compassion, empathy, and concern make Caregivers the stars of customer service • Being responsive, consistent, and trustworthy • Acting as a mentor for employees or clients • Pulling people up by their bootstraps and focusing on potential
Shadow Sides • Putting others fi rst in all aspects of life can lead to sacrifi cing profi ts or employee health • May act like martyrs to guilt others into making sacrifi ces • Likely to enable dependency so they can remain in control • Sleepless nights from caring too much
Passions and Motivations • Keeping people physically and emotionally safe and supported • Working harder to build a better community and a better tomorrow
Most likely to: • Have in-offi ce child care or fl exible schedules • Provide food or hugs in times of stress • Generously match charitable donations
Other Caregivers
Dove, Amnesty International, Allstate Insurance
33 Connecting Think of your most vivid memory. Odds are, it involves a rich combination of senses and emotions. The sounds, tastes, and excitement you remember deeper. from visiting a top-notch restaurant or the warmth, comfort and protection of a mother’s hug. You might say, “It’s how it made me feel.” This is the Lover’s territory.
Lover organizations create environments that tap our emotions. They provoke our basic human need to connect with others on a deeper level, creating long-lasting bonds and memories. They’re focused on raising our quality of life through luxury products, entertainment, or food.
But, the Lover culture isn’t all about romance, nor is it exclusively feminine. They’re the perfect mix of James Bond, Moët & Chandon, and Condé Nast Traveler. And, the Lover’s ability to tap into a multi-dimensional experience is commonly carried throughout the retail, hospitality, tourism, and entertainment
industries with fans of all varieties. 34 Light and Attributes Shadow Sides
Strong Sides • Ambiance and sensory details • Building relationships and partnerships • Helping others feel special • Creating “Hallmark” moments
Shadow Sides • Putting money into the wrong places • Relying on fl attery to feel successful • Digging too deep into personal issues, dramas, or gossip • Sexual innuendo or idolization
Passions and Motivations • Following your heart and doing what you love • Helping people fi nd more beauty and joy in their lives
Most likely to: • Make decisions based on gut feelings or intuition • Choose the most expensive option
Other Lovers
Haagen-Dazs, Zagat, W Hotel, eHarmony, Tiffany & Co.
35 Weed through the clutter, be radically different, and challenge the status quo. Conventions You and your colleagues spend a late night in the offi ce ripping up ideas, were made throwing away your sketches, or tinkering with machines. Revolutionaries are to be broken. born to break things and their creative breakthroughs bring true industry- changing innovation.
What is the number one thing that is holding up your industry? What would happen if you fi gured out how to fi x it? If you succeed, you can thank your Revolutionary spirit.
With the audacity and confi dence to ignore the rules, the Revolutionary helps us all fi nd a better way to do things.
Think MTV’s videos or a crew of Harley Davidson riders. Sing the “Battle Cry of Freedom,” “Get Up Stand Up,” or “The Times They are A’Changin.” The Revolutionary’s provocative nature can be intimidating, but in the end we trust that they’ll be able to take us somewhere we’ve never dared to go before. 36 Light and Attributes Shadow Sides
Strong Sides • Willingness to take risks and be the fi rst to raise their hand • Help others break from conventional thinking, or time-consuming tasks • Ability to implement cutting-edge ideas • Standing up for what they believe in
Shadow Sides • Being so far ahead of their time that they struggle to attract believers, investors, or customers • A “don’t mess with me” attitude can be jarring • Impatience with laws, formalities, or tradition can mean no structure at all • Risks are risky…and you might lose your friends
Passions and Motivations • Overturning the status quo • Channeling frustration and dissatisfaction into constructive change
Most likely to: • Say, “It needs to be edgier” • Wear black • Intimidate people
Other Revolutionaries
MTV, Greenpeace, E*TRADE, Harley-Davidson, Uber, Netfl ix
37 Pairing Writers, designers, architects, musicians, and even mechanical engineers – there’s a special culture out there where people use creative foresight to build, art with present, and perform. These Creator cultures wow and amaze us with their science. ability to develop products that are equally beautiful and functional.
Of every music note possible, they combine just the right ones in harmony. Of every word, every mechanical piece, they fi nd fl uidity and order. Creators have an innate ability to transform the world of options into a succinct piece of art. They trust their own creative process because they have the imagination to see it through.
These organizations and teams often use metaphors, symbols, or storytelling to express values and beliefs. Like a box of Crayola crayons, Creators are the source of “Everything Imaginable.” But, don’t confuse all creators with the starving artist; these companies are masters at effectiveness and persuasion.
38 Light and Attributes Shadow Sides
Strong Sides • Fostering imaginations, visions, and talents • Creating high-quality, beautiful products or services • Careful tailoring, precision, and attention to detail
Shadow Sides • Indulging inspirations that aren’t aligned with market realities • Struggling to work on yesterday’s project, would prefer to pursue their newest idea • Perfectionism that slows them down and causes internal guilt or frustration • Diffi culty getting people to follow their train of thought
Passions and Motivations • Balancing form with function • Helping others express or reinvent themselves
Most likely to: • Have notebooks fi lled with half-baked ideas • Lead your team brainstorm • Use a pencil
Other Creators
Adobe, LEGO, Pixar, Warner Music, Pinterest, Shutterstock, Brooklyn Academy of Music
39 Take The king, the president, or the top of their class, Rulers are the absolute best at what they do. They know how to step into the limelight and take control. control and Through policies, procedures, and an authoritative personality, these cultures lead. push until everything is done correctly.
Rulers are often politically savvy and well connected. They navigate comfortably in highly regulated environments like government, military, or fi nancial institutions. With an inherent understanding of checks and balances, Rulers know how to engage every key stakeholder to push important decisions and make major change happen.
Even in a commanding role, however, these teams and organizations measure each step against what would be socially responsible. Like the White House or British Parliament, they will design complex systems to maintain order and protect the world from chaos.
40 Light and Attributes Shadow Sides
Strong Sides • Understanding the value of status and connections • Ability to work under stress and balance multiple stakeholders • Experience, leadership, and authority
Shadow Sides • Barking orders and making demands • Their own systems can get in their way with too many check boxes before progress • Rulers are often brought in when others have failed, so they may not always be warmly received
Passions and Motivations • Making things happen in order and on time • Creating a prosperous and smooth-running business for everyone
Most likely to: • Quote Abraham Lincoln or Winston Churchill • Have a team of loyal followers • Be the most expensive option • Have color-coded charts and alphabetized notes
Other Rulers
Mercedes-Benz, Brooks Brothers, Moody’s, British Airways
41 Making An audacious goal is met effortlessly. An impressive act is makes the crowd say, “How did you do that?!” Magician organizations and teams dazzle the onlookers with grand visions and a magical ability to accomplish whatever vision a they set their minds to. They’re an infi nite source of inspiration and are the reality. fi rst to remind you that “impossible” is only a state of mind. Magicians make dreams come true with unmatched visions for success. They’ll also repeatedly surprise you with their ability to transform your feelings or perspective.
For example, pass through the gates at Disney World and a team of characters, trained to support every element of the experience, will greet you. Despite your best efforts to not give in, you’ll quickly fi nd yourself smiling, singing along, and even hugging a mouse. Or, on a smaller scale, the Magician often defi nes the culture of a consultancy, training, or coaching
organization as big ideas help clients change their outlook on life. 42 Light and Attributes Shadow Sides
Strong Sides • Gifted in the art of persuasion • Skilled in mindful behavior; believing that they can change their (or others) outcomes by simply changing their attitudes • Their presence and ideas are transformative, catalytic, or healing • Comfortable with new technology or techniques • Can function effi ciently with limited structure or control
Shadow Sides • Persuasion abilities are so strong they can convince you of almost anything • Having big ideas can mean big expectations, especially ones that aren’t realistically possible • Might shut down traditional thinkers, common sense, and routine • Pulling rabbits out of hats can be exhausting
Passions and Motivations • Building a memorable experience; from packaging details to signage and everything in between • Reaching goals while remaining open to new paradigms • Helping people or businesses turn themselves around, fi nding new energy and inspiration
Most likely to: • Say, “Be the change you wish to see in the world” • Incorporate meditation or new age mentalities in the workplace • Make people say, “Wow!”
Other Magicians
Polaroid, MAC Cosmetics, Dyson, Google, Disney, and Apple 43 To know is Research, measure, and test; then study, revise, and teach – Sage’s are methodical and objective. They’re the smartest ones in the room and likely to grow. have time, history, and experience on their side. A Sage will support everyone’s endeavors to learn something new. Books, conferences, or lunch and learns, the more you know, the better off we’ll all be.
Whether an ancient philosopher, like Confucius and Socrates, turn of the century researchers, like Marie Curie, or even the father of archetypes himself, Carl Jung, we all understand what it means to be the wise one in the room.
Notable organizations with Sage values include IBM, General Electric, or Harvard. But, the Sage is present in companies large and small. From engineers, lawyers and professors, to web developers and facility managers, wherever you fi nd a need to follow what is right and true, you’ll fi nd the Sage.
44 Light and Attributes Shadow Sides
Strong Sides • Investing in planning, research, and development • Understanding the value of training and teaching • Solving problems and using complex methodologies • Following a sensible path to ROI
Shadow Sides • “Analysis paralysis” causes Sages to be slow to make decisions or adapt • A “nerd” culture can feel socially awkward, cold, or judgmental • Learning for learning’s sake might take you down a rabbit hole • Belief that they know better than others
Passions and Motivations • Continuous learning and problem solving • Sharing what they know and how they discovered it • Changing the world one small, strategic step at a time
Most likely to: • Say, “Let’s stop and think about this fi rst.” • Wear tweed, use Excel, or reference a theory • Provide books or education stipends
Other Sages
The Smithsonian, Mayo Clinic, Rosetta Stone
45 Playful and spontaneous, the Jester shows us how to laugh, how to smile, and Laugh and strives to make someone’s day a little brighter. Whether it’s Fortune 100s or the world your mom and pop deli down the street, these cultures do and give so others will laugh can have fun. with you. Jesters attract innovative, outspoken people. They’re the fi rst to suggest a cocktail after a hard day and know what it means to kick back on Friday. Jester companies are also commonly praised and adored by others because their fun- loving attitudes make people say, “Hey, I want to hang out with them!”
Take your seat on a Southwest plane and don’t be surprised if your fl ight attendant breaks out into song. Smile as you dig into your scoop of Ben and Jerry’s Boom Chocolatta! or Wayne’Swirled. Jester cultures believe that if we stop taking things so seriously, and work on our improv skills, then we’ll be better prepared to respond to the highs and lows of everyday business.
46 Light and Attributes Shadow Sides
Strong Sides • Fresh perspectives and out-of-the-box ideas • Living in the moment and making work fun • Warmth, friendliness, and smiles • Helping people adapt to continuous change with less stress
Shadow Sides • Jokes can hurt and sarcasm makes people uncomfortable • Jesters aren’t fools, but being the silly one means you might have to work a little harder to be taken seriously • Work isn’t always fun and Jesters have a habit of avoiding the hard stuff
Passions and Motivations • Doing whatever it takes to help others fi nd joy • Taking the pain out of life’s hardest moments
Most likely to: • Have an unlimited vacation policy or beer in the offi ce fridge • Sing, dance, or tell a joke • Bring children or animals to work
Other Jesters
GEICO, Jack in the Box, The Onion, SmileTrain, MailChimp
47 CultureTalkTM www.CultureTalk.comAn Archetype Survey System
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