Above the Line by Henderson, Michael -- Read -- Imperial Library of Trantor

Index

Cover Titlepage Copyright Epigraph Dedication 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

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