Steve Simpson tells Colin all about UGRs (Unwritten Ground Rules)

Two unarguable postulates stand out about today's corporate life:

1. Large numbers of people are not happy in the work place, and yet the vast majority don’t want it to be that way.

2. Everyone wants to be part of a positive, dynamic, and productive culture.

Many forces conspire against that being realised. Guest Steve Simpson says the one we can all fix is UGRs (Unwritten Ground Rules). They would be the unspoken beliefs, hoodoos, hang-ups, values, convictions, and traditions hidden in everyone's minds.

And don't you think they stand out in family life too? There are just some things you don't say to your in-laws, your (now-all-wise, all-knowing, all cynical) adult children, their souses and their children in turn.

Steve says it is possible to understand and eradicate your unhelpful UGRs and draw enormous benefit from the helpful and constructive UGRs.

There's at least a five step process.

First, and here's no surprise, lay out a picture of your ideal corporate culture, something entirely aspirational, that will make you happy, will make your workplace attractive to potential employees and will appeal to your customers/constituents.

Steve emphasizes that it's not about painting values and mission statements and goals on your walls.

Second step is to fish out the UGRs that don't match the aspirational picture. He says you do this by asking people to complete of his ten or so 'lean-in' sentences. These include;

• Around here when you need help ...

• Around here people are treated ...

• Around here when people have a new idea ...

The third step is to let the leadership see and cogitate on the ramifications of what see and let them compare the study with what they really want the organisation to be.

Fourth, Steve recommends the employees go through the same process of analysis and comparison.

And finally get commitments from all parties about the behaviours which will lead to the aspirational picture. These will be the enhancement of the helpful and the elimination of the not-helpful.

Steve concludes with a success story from his experience with K-Mart's CEO, Guy Russo