Avoid failing with the digital transition through a magnetic culture!

The boss as a superman or superwoman and who at the same time is a problem solver who handles all conflicts and needs in teams, it no longer works. It probably never did, but today it is more obvious than ever that it does not.
If you stick to the idea of yourself as the ”hero boss”, the risk is high that others will probably perceive you today as the much slower and weaker Clark Kent.

How do you handle the challenges of the digital revolution?

Challenges such as:

  • To deal with the consequences of a far-reaching decentralization of decisions and powers, but at the same time how you can avoid deviations.
  • That self-organized teams become effective with a culture that strengthens the team’s efficiency?
  • That a new approach in the teams means that everyone understands that they actually no longer have a manager?
  • That the management itself adapts its way of working to the consequences of digitalization?

The team becomes self-selected in a magnetic culture

In a magnetic culture, the team becomes self-choosing, we are drawn to the team because there we get support when we need it and there we develop. We show in word and deed that we share the company’s values and help each other stay on the right side of laws, rules and policies. A magnetic culture gives us the balance in a decentralized organization. Clear rules at work are needed for how we should interact with each other and for how the collaboration should work. It can be said that it is freedom under responsibility that applies in a magnetic culture.

The task of colleagues in a magnetic culture is to ensure that everyone in the team has a behavior and communication that is accepted. It is no longer the boss who is expected to react when something does not work as it should.

In a magnetic culture, there is an understanding that we have different personal values and views on life. There is also a consideration for each person’s personal inner sphere. Everyone has a limit to what is allowed and what is not allowed in interpersonal interaction. It is important that we can perceive and respect each other’s own integrity.
With a higher degree of freedom at work, everyone needs to take great personal responsibility for how culture is affected through our way of being towards each other.

Man’s mental and mental well-being for survival goes through the heart. Colleagues who are honest and treat others with respect and humility are people who speak to our hearts. If we choose to develop such a culture, it will have an enormous impact on work performance, job satisfaction and well-being. An openness about how we perceive each other in the team unleashes a force that strengthens the team.

A first step to a Magnetic Culture

If you want to develop a magnetic culture, a first step can be to explore the personal values of the team members.
By exposing the personal values of each one in the team, it is easier for everyone to understand why we behave and communicate as we do. But it can also be a starting point for a discussion about whether personal values clash with the team. It is when we slip on the scale of what is an accepted behavior in relation to my colleagues’ perception and the company’s values that we get into trouble.

Openness and regulation of our affects

An American professor PhD Will Schutz spent much of his life exploring the concept of truth, something he equated with openness. At one point I asked him if he was now telling the truth at the age of seventy? He responded; ”I have begun to tell the truth” which indicated that it takes time to become comfortable with the truth.
PhD Will Schutz believed that truth is about us and about our inner fears. Our fears of not being accurate.

If I translate his thoughts into today’s knowledge of the brain, it can help us better self-regulate our affects. Affects are an emotional reaction to something. Affects that can, if we are not aware of them, affect our communication and behaviors in an uncontrolled manner. By being aware of and open about what values we carry, we can learn to manage our emotional reactions better. The team becomes an arena for development and the team gains competence to self-regulate each other in connection with conflicts and changes.

Consequences of decentralization of decisions and powers

In a magnetic culture:

  • The teams become self-regulating when it comes to emotional expressions.
  • The teams become self-selected, where the individual receives strength and support to develop. Increases both the team’s and the individual’s freedom. There, anyone who wants to can develop into a talent.
  • Increases the willingness to take responsibility for the business.
  • Develop a desirable team culture.
  • Is the management present in its lead and support the magnetic culture.