Tag Archives: leadership succession

Your Workplace Culture is an EKO-System

Your Workplace Culture is an EKO-System

An “Organizational EKO-System ©” Or Culture Is Either The Result Of Strategic Design Or Collective Emotion


  • Ask Yourself?
    Does a leader that comes to work go straight to their office and at the days end, leave and walk straight out of the building as a routine have an effect on workplace performance factors? Does a leader that always talks but never listens have an effect on the organizational work environment? Does a leader that doesn’t come to work half of the time have an effect on the organizations work environment? Does a leader that only follows the rules when they are convenient for them have an effect on the work environment?

Of course the answers are: yes, yes, yes, and yes!


As a leader whether you go to work and do something or do nothing it has an effect on the organization’s culture, work environment, “Organizational EKO-System ©” whatever you would like to call it. Every action or inaction sends a message to the people in the work environment. If the leader doesn’t behave as if the customers and mission are important then neither will the employees. If the leader does not treat people with dignity, respect, and honesty then neither will many of the employees. If the leader ignores what goes on around them, many of the employees will be oblivious as well.

Not all employees emulate their leaders but research shows many do. The leader sets the priorities, sense of urgency, quality of interpersonal interaction, cooperation level, goal focus, etc. I ran across this article which discusses how Governor Christi of New Jersey said he had no idea what was going on with the bridge incident: (http://www.forbes.com/sites/dougguthrie/2014/01/16/whos-to-blame-for-creating-a-toxic-organizational-culture/ ).  How many times have we heard similar assertions in this presidency alone of, “I didn’t know”? How many times have we heard people in high corporate leadership positions say, “I didn’t know”? In some cases it may be true but we must ask ourselves, did the way those leaders behaved personally affect the challenges the companies they represent were facing?

When a very large American company was going bankrupt and the CEO flew in a private jet costing hundreds of thousands of dollars to Washington D.C. to ask for money, did that affect the behaviors and perceptions of the organizations employees?

Recently a workplace satisfaction survey revealed that “Dish Network” was considered by the majority of its employee respondents to be, “The Worst Place In America To Work”. The CEO of Dish Network responded to the studies findings with, “That’s ridiculous”. Does the fact that in this article:  http://blogs.denverpost.com/techknowbytes/2012/08/16/dish-network-ceo-calls-companys-title-americas-worst-company-ridiculous/6012/ the CEO already is certain he knows  what’s going on before looking into the situation have an effect on the culture or “Organizational EKO-System ©” of Dish Network?

It’s time that we in America and even the world acknowledge that any work environment is created by the leader(s) who have power, authority, and influence over it. Whether they want that power and responsibility or not they have it. This is why it is vital that every leader have and adhere to an operational behavioral standard. That is how a person becomes an “Architect Of Excellence”. A leader’s leadership style and the standard to which they hold themselves to, are what dictates whether they effective and successful with people–or not.

There are four general leadership styles:

  1. Transactional
  2. Transformational
  3. Spiritual/lassiz-Faire
  4. Goals, Culture, Structure (GSC)

For the first three there is no operating standard of behaviors. The first three also don’t support and focus on positive organizational culture design and development. The GSC Leadership Style is a Tri-Centric leadership methodology developed by and taught at The Team-builder Leadership Institute. The GCS leadership style is an operational standard. It enables you to adapt your beliefs and add a standard of performance that makes you happy and successful almost immediately! Through its goals, structure, culture design and focus, it creates a positive, flexible, and cohesive culture. It creates a culture where new GSC leaders are constantly developed and mentored. The Tri-Centric methodology of the leadership style  adjusts the EKO-System of an organization, fine tuning it constantly for maximum performance.

Best Workplace Culture
The Team-builder Leadership Institute’s Organizational EKO-System outline

Leaders that are trained and adopt the GSC Leadership standard become, what we refer to as, a “Dynamic Guide”. The standard of the GSC Leadership Style consists of specific skills, universal leadership and advanced interpersonal communication techniques, and behaviors. The “Dynamic Guide” has mastered the abilities to become a catalyst for the efforts of the organizational members they lead. They are able to quickly and efficiently channel the individual efforts into a unified stream of focused high performance while removing all organizational and team performance inhibitors.


To develop into an Architect Of Excellence and become a “Dynamic Guide” is obtained through an immersion certification program course offered exclusively by The Team-builder Leadership Institute. Its GSC Leadership Development System immerses participants in the specific skills, behaviors, and standards that must be mastered to become certified. There are multiple assessments to guarantee information and concept acquisition and retention that must be successfully navigated to demonstrate acquisition of the knowledge and abilities to earn the certification.


Whether it’s Christie, Obama, a teacher, or a preacher, if the leader is sincere about leading the group to their agreed upon goals and ensuring each individuals’ success, they must be up to the standard and be a professional leader or they will generate negativity and group challenges simply by not knowing. They must know how everything they do and say affects the group and their pursuit of the goals. Leadership is about knowing, as well as, knowing enough to pursue what you need to know. There is no room for blinders if a leader is going to elicit the maximum positive performance from all involved. For any of us to get what we want we have only to choose to take action and pursue it. Set the GCS standard of leadership in your organizations and communities. Let’s learn the skills and use them so others can learn them and emulate our success. Let’s make the next generation immune to emotional negativity and excuses!


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