THE LEADER’S GUIDE TO CORPORATE CULTUREFlexibilityStabilityInterdependenceIndependenceEnjoymentLearning PurposeCaringOrderAuthority SafetyResultsCompany
cultureFlexibilityStabilityInterdependenceIndependenceEnjoymentLearning PurposeCaringOrderAuthority SafetyResultsBoard
cultureFlexibilityStabilityInterdependenceIndependenceEnjoymentLearning PurposeCaringOrderAuthority SafetyResultsNew
directorOne Company’s Experience
One large company used its search for a new director as an opportunity to
bridge a problematic gap between the company’s culture and the board’s
culture. To accomplish this, the leadership fi rst diagnosed the two cultures
along with its aspirations for the new director.
Whereas the company was highly results oriented and focused on order,
discipline, and execution, the board was far more learning oriented, ex-
ploratory, inquisitive, and focused on enjoyment. A director who was results
driven and curious would help bridge the two cultures.
Two years after an individual with the desired style was brought in, the
board and the management team reported more-eff ective strategic plan-
ning activities and improved company performance.