LEADERSHIP DEVELOPMENT
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The Cultural Architect
WORKSHOP
In the fourth of a series of monthly winning (formula) articles by leadership and business growth specialists TWF (Northern), Chris Morrisey discusses the ‘new leader’ in every organisation – the Cultural Architect.
The Cultural Architect operates as the internal public relations expert within the business, offering constant and consistent communication on the progress of the journey to others. Their words and actions influence and drive others.
L
eaders ‘exist at the top’ in most organisations. Generally speaking they are classed as senior
managers and because of their status or seniority are often viewed as the natural leaders in the organisation. However, in fast- growing organisations leaders emerge at other levels in the organisation. Some are middle or junior managers. Some are not. We call them Cultural Architects, leaders without authority.
Cultural Architects are outstanding individuals who influence, motivate and engage other colleagues on a daily basis. Their major drive is to excel on a personal level, do a good job and ensure that your company continues to succeed. Their role is critical to the future success of your organisation.
Cultural Architects add value in their ‘leadership without authority role’ when they focus and work with traditional leaders on five areas important to the success of the organisation. The five areas are: Engagement, communication, trust, culture and values, motivation.
Cultural Architects already exist and operate within your organisation. In many instances they don’t recognise themselves as such, but on a daily basis they go beyond their job description and the expectations of their line manager and informally lead and influence other colleagues. They operate almost as a sub-culture within the organisation. Although they often remain unknown you will witness their contribution
at meetings, forums and other company gatherings. Many women are Cultural Architects. Women may have been denied formal authority roles in the past, but business today has changed and as a result many women in the workplace ‘lead without authority’.
Cultural Architects also operate across many of the business areas in your organisation and demonstrate some of the qualities and behaviours important to effective leadership.
Leaders by example
The Cultural Architect: • Often understands the need for ‘change’ and uses this understanding to influence and lead others. • Also understands the specific customer requirements of the business, particularly in the area of ‘service’. • Takes clear positions with regards to the business strategy (they never sit on the fence), offering feedback to senior personnel. • Focuses on ‘what needs to be done’ rather than ‘doing their best’. • Manages their time effectively. • Is successful, a doer, and someone who is personally proud of their contribution to the organisation.
Key attributes of the Cultural Architect
The Cultural Architect operates at a close and more emotional level with their fellow colleagues than many traditional leaders. Often they share the same habits, values, opinions, frustrations and ambitions. They are generally viewed by their peer group as more in touch
Chris Morrisey
with other employees than ‘senior people’ in an organisation. They are very easily able to identify and understand what motivates and demotivates others in the workplace because they spend time raising and discussing the issues among each other.
Cultural Architects are important in maintaining the culture and values of any fast growing, dynamic organisation. They are often more sensitive to others feelings than traditional leaders. Although they do not have power or formal status, respect, trust, and achievement are important to them. Cultural Architects often emerge when an organisation is faced with a major challenge, change, deadline, goal and or a new ‘vision’.
Role of the Cultural Architect
The Cultural Architect is in our opinion one of the most important roles in any growing and dynamic business. They informally act as the eyes and ears of the organisation, offering feedback to each other and to the senior managers on how the organisation can meet the challenges faced on the business growth journey. They influence and involve other colleagues throughout the business growth journey, offering valuable input on how the business can succeed.
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The responsibilities of the Cultural Architect are to:
• Gather information and offer direct feedback to managers and leaders in the organisation. • Act as an initial sounding board for senior managers to test new ideas and untried initiatives. • Operate as an Employee Temperature Gauge on areas important to the organisation such as motivation, communication and engagement. • Informally regulate internal conflict, issues and low morale with other colleagues. • Make informal decisions at a low level in the organisation when line managers are unavailable for contact. • Identify issues affecting the performance of the business. • Share knowledge across the organisation with other colleagues and teams. • Support and lead by example the cultural behaviours and values important to the smooth running of the organisation. • Encourage other colleagues to be a Cultural Architect. • Encourage others to play a part and make a contribution on the business growth journey.
The Cultural Architect is an important leader and a valuable asset to traditional leaders. The more Architects you have in the organisation, the more successful your business will be on the business growth journey. Look around the organisation, identify and enlist them to your leadership team. Their input will help you overcome the challenges of growth, improve engagement among your colleagues and help
maximise business performance. n
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