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| FROM Kellogg MBA Blog: The secret to changing team culture |
![]() First-year student Rohan Rajiv is blogging once a week about important lessons he is learning at Kellogg. Read more of his posts here. My favorite learning from my course on Leadership in Organizations was the link between reward systems and culture. I have struggled with questions around culture for a long time. In the teams I’ve built over the years, I have found that I have succeeded and failed in equal measure on culture. Leadership definitely influences culture. But, I was always left with the feeling that it isn’t just about leadership. The insight from the class is that our best lever to changing culture is changing the reward system. Many seemingly disjointed learnings and experiences from the past few years clicked right into place. Let me explain. Every organization or team has a reward system comprised of tangible and intangible rewards. Tangible rewards are typically salaries and bonuses. Intangible rewards are what we decide to celebrate – e.g. in organizations where the senior management celebrates failure, failure is an example of an intangible reward. Every organization has quirks – some celebrate data-driven decisions, others celebrate good research, while some others celebrate feats of engineering. This is, then, how leadership influences culture. Data-driven leaders encourage data-driven decisions (think Jeff Bezos), engineering-driven leaders reward feats of engineering (think Larry Page), etc. It is vital leaders take the time to build intangible reward systems because company cultures can end up feeling weak otherwise. And outstanding organizations tend to always have strong, almost cultish, cultures. This has so many interesting implications for us. I’d like to pick three: 1. If you’ve wondered why change initiatives regularly fail at large organizations, a big contributor is leaders not supporting change messages with change incentives. Saying an organization will support “disciplined experimentation” or “sales force collaboration” and not changing incentive systems to reward failure or team work changes squat. 2. Every time we lead teams, let’s be very conscious about what we celebrate and what we tolerate. We end up getting the behavior we tolerate and what we celebrate become the intangible rewards. So, if you want to encourage crazy ideas, celebrate crazy ideas, and if you want to see innovation, encourage and celebrate failure. Whatever happens, pick something. Not picking is picking too. 3. Finally, we all have personal cultures. Let’s think about what that culture should be and what behaviors we must reward to get there. Cultures persist. To change a person or organization, we must begin with changing culture. The good news is that we influence it with our reward system. That doesn’t necessarily make changing culture easy … but it sure is worth the effort. Rohan Rajiv is a first-year student in Kellogg’s Full-Time Two-Year Program. Prior to Kellogg he worked at a-connect serving clients on consulting projects across 14 countries in Europe, Asia, Australia and South America. He blogs a learning every day, including his MBA Learnings series, on www.ALearningaDay.com. Filed under: Academics, Business Insight, Student Life Tagged: 2Y, culture, leadership, MBA Learnings, reward system, team, Two-Year, Two-Year MBA Program |
| FROM Kellogg MBA Blog: Looking ahead at LGBT Preview Day |
Kellogg’s Office of Admissions and the Gay and Lesbian Management Association are excited to welcome students to campus on Friday, Nov. 14, for LGBT Preview Day. Students will be able to:
If you will not be attending LGBT Preview Day but have questions for the Kellogg Admissions Team, please do not hesitate to contact the admissions office at [email protected]. Learn about Kellogg’s second place, gold status win in last year’s MBA LGBT Ally Challenge Learn more about Kellogg’s Full-Time MBA Programs. Request info about Kellogg. Apply to Kellogg. Filed under: Admissions, Student Life Tagged: Gay and Lesbian Management Association, GLMA, LGBT, preview day |
| FROM Kellogg MBA Blog: Five lessons Rodney Williams ’90, Moët Hennessy SVP, learned at Kellogg |
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Rodney Williams ’90, Moët Hennessy SVP, delivered the keynote address at Kellogg’s 2014 Black Management Association Conference on Nov. 8, 2014. During his lecture, he explained five valuable lessons that he learned during his time as a student at Kellogg. Learn more about the Black Management Association Conference Filed under: Academics, Business Insight, Career, Student Life Tagged: alumni, Alumni Spotlight, black management association, Black Management Association Conference, BMA, BMAC, student conference |
| FROM Kellogg MBA Blog: Culture at Kellogg: One big family |
![]() Admission season seems to be in full force, and I’ve received a few emails from applicants with questions along the lines of: - What’s Kellogg’s culture like? - What’s so different about Kellogg? - How many calories does a typical Kellogg student have to eat in a day in order to survive? (I made this last one up … interesting question, though). Anyway, I thought I’d share my experience that I feel aptly sums up Kellogg culture. ![]() A quick recap: I’m a MMM (not pronounced ‘mmmmm’; it’s ‘triple-m’!). My classmates and I started Kellogg at the end of June, while the rest of the Two-Year (2Y) 2016 class started in September. That means for an entire summer, the 60 of us MMMs did almost everything together: classes, dinners, pot-lucks, sports, cubs games, group assignments and hanging out at local watering holes. We experienced everything as one big family. In September, when 2Ys started, all first years (MMMs and 2Ys) were dispersed into sections, each around 60-70 strong. The first day of CIM (Kellogg’s answer to orientation week), I met the rest of my section (the best section there is, by the way – the Big Dogs). Remembering 61 new names, pairing them to faces, backgrounds and personalities was amazingly confusing. The evening of the very hectic first day, we were all on our way to an event, and this is what ran through my mind: “Wow. So many new faces and people. Could be overwhelming … Well, at least I’ve got three people here that I’ve known since high school”. As I was revelling in that thought, it hit me. That fact seemed highly implausible. High school was ages ago in Mumbai, and I definitely did not know those three people then. Where did I know them from? Then it struck me! I’d met them a mere two months ago at Kellogg. At that very moment, I was so comfortable around them that my instinct was to associate them to people I must have met years ago. How else could you explain the level of camaraderie and friendship?’ That, right there, is my extremely long-winded effort to try and explain Kellogg culture. Two months is what it took for me to consider 59 other MMMs my ‘faMMMly’. What of the Big Dogs, you ask? Well … it’s been just over seven weeks since I met them (I think), and it’s already hard for me to think of a time when I thought they were strangers. And that, ladies and gentlemen, is what makes Kellogg’s culture magical. Shriansh Shrivastava ’16 (@Shriansh) grew up in India, spent 10 years in the UK (undergrad + an awesome job working with unreleased cellphones + then worked on a mental health suicide prevention project – using smartphones, of course), and finally spent a year in Canada working for an ATM software company (Learning a lot! At this stage, I can pretty much dismantle any ATM). Filed under: Academics, Student Life Tagged: cim, culture, Kellogg culture, MMM |
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