The Culture Kit with Jenny & Sameer By cover art

The Culture Kit with Jenny & Sameer

By: Berkeley Center for Workplace Culture and Innovation
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  • Summary

  • The world of work is a work in progress—from bringing people back to the office to keeping remote teams engaged; from integrating new AI tools to restoring trust after layoffs to fostering feelings of belonging among all employees. Managers have a lot on their plates. In this new podcast, Jenny Chatman and Sameer Srivastava—two Berkeley Haas professors who have dedicated their careers to studying and advancing workplace culture—will answer questions about the most vexing problems your organization is struggling with today. They’ll share insights and tools based on evidence from the latest research, and offer concrete steps you can take to fix your company’s culture. Listen and subscribe to The Culture Kit with Jenny & Sameer wherever you get your podcasts. The Culture Kit with Jenny & Sameer is produced by the Haas School of Business and Professors.fm.
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Episodes
  • Laszlo Bock on the Key Skills to Become a Successful Leader of Tomorrow

    Laszlo Bock on the Key Skills to Become a Successful Leader of Tomorrow
    Jun 11 2024
    With the world of work constantly evolving and the introduction of new technologies like AI, how can leaders prepare themselves to successfully lead their companies into the new frontier?On the season finale of The Culture Kit, Haas School of Business professors and organizational culture experts Jenny Chatman and Sameer Srivastava are joined by a special guest. Laszlo Bock, one of the leading industry voices on people management, was the Senior Vice President of People Operations at Google, served as the CEO of Humu, and then co-founded Gretel AI. He's also the author of The New York Times’ bestseller, Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead. Jenny, Sameer, and Laszlo answer a question from Melissa Wernick, the Global Chief People Officer for Kraft Heinz, on what key skills leaders will need to be successful in the evolving workplace. They also announce the Berkeley Transformative CHRO Leadership Program that they just launched through Berkeley Executive Education.Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!” You can learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at www.haas.org/culture-kit.*The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.* Jenny & Sameer’s 3 Main Takeaways:The best leaders are diagnostic and deliberate. They look at things on a situation-by-situation basis and ask themselves: How can I add value here? And they plan for that.Cultivate a broad and flexible set of leadership styles. Situations are varied and vast, so have a broad and flexible leadership portfolio that you can draw from depending on what the circumstances are.The best leaders recognize that they're never actually done learning. Leadership development is a lifelong pursuit, so keep working on it and be a student always (as we say at Haas). Show Links:Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead by Laszlo BockNavigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality [Harvard Business School]Getting to Diversity: What Works and What Doesn’t by Frank Dobbin and Alexandra KalevRight Kind of Wrong: The Science of Failing Well by Amy EdmondsonCreativity from Constraint? How the Political Correctness Norm Influences Creativity in Mixed-sex Work Groups [Administrative Science Quarterly]Awe: The New Science of Everyday Wonder and How It Can Transform Your Life by Dacher KeltnerCEO Fires 90 Percent of Support Staff, Saying AI Outperforms Them [Futurism]How Google Sold Its Engineers on Management [Harvard Business Review]Chatman, Jennifer A., Sameer Srivastava, and David Rochlin, “How Lyft’s Strategy Informed their Return to Work Approach.” University of California, Berkeley Haas Case Series, 2024. forthcoming.Maersk: Driving Culture Change at a Century-Old Company to Achieve Measurable Results [Berkeley Haas Case Series]Kaiser Permanente: The Electronic Health Record Journey [Kaiser Permanente International]The Next Normal: Let’s Rewrite the Rules Together [Mars]Vodafone: Managing Advanced Technologies and Artificial Intelligence [Harvard Business Publishing]The Berkeley Transformative CHRO Leadership Program co-led by Laszlo Bock [Berkeley Exec Ed] Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!” You can learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at https://haas.berkeley.edu/culture/culture-kit-podcast/.*The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*
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    43 mins
  • How To Avoid Creating a ‘Yes Man’ Culture

    How To Avoid Creating a ‘Yes Man’ Culture
    May 30 2024
    A “yes man” culture that is adverse to dissent can not only be stifling for employees, but in some cases, can be downright dangerous. So how do you create a culture where everyone feels empowered to bring their ideas to the table? On today’s episode of Culture Kit, Haas School of Business professors and organizational culture experts Jenny Chatman and Sameer Srivastava answer a question from Shuchi Mathur, the Vice President of Customer Experience at Reelgood. Jenny and Sameer share examples of companies they’ve worked with like Pixar and Netflix that have built cultures around celebrating failure and farming for dissent. Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!” You can learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at www.haas.org/culture-kit.*The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*Jenny & Sameer’s 3 Main Takeaways:Be intentional – recognize that you need to go out of your way to prioritize dissent; otherwise you might inadvertently stifle it. Build systems – some organizations even establish processes to encourage people to take deliberate action to surface dissent. This is mission-critical in an organization where life and safety are on the line.Model what you want to see – leaders need to actively model a willingness to admit when they’re wrong and own up to mistakes. At the same time, they can seek out and defer to expertise, rather than acting like they always have the answers.Show Links:Boeing Hit by Damning FAA Report Faulting Safety Culture [Bloomberg]Fixing Boeing’s Broken Culture Starts With a New Plane [Bloomberg]Boeing: Last Week Tonight with John Oliver (HBO) [YouTube]The Lasting Leadership Lessons From The Challenger Disaster [Forbes]The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA [University of Chicago Press]Sales Misconduct at Wells Fargo Community Bank [Harvard Business Publishing]Zappos has quietly backed away from holacracy [Quartz]Structure That’s Not Stifling [Harvard Business Review]'Farming for dissent': The strategy that helped Reed Hastings turn Netflix into a $240 bn company [Business Today]Reed Hastings: This 3-word tactic helped make Netflix a $240 billion company [CNBC]Netflix: A Creative Approach to Culture and Agility [Harvard Business Publishing]No Rules Rules: Netflix and the Culture of Reinvention [Penguin Press]Mindset: The New Psychology of Success [Random House Publishing Group]Lessons from Pixar 2: Failure Is an Ingredient for Creativity [Medium]Microsoft CEO Satya Nadella Apologizes For Comments On Women's Pay [Forbes]Microsoft's CEO Sent an Extraordinary Email to Employees After They Committed an Epic Fail [Inc]Satya Nadella at Microsoft: Instilling a Growth Mindset [Harvard Business Publishing]Managing High Reliability Organizations [California Management Review]Must accidents happen? Lessons from high-reliability organizations [Academy of Management Perspectives]The Opposite of Complacent: How Risky Businesses Avoid Disaster [Berkeley Haas Newsroom] Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!” You can learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at https://haas.berkeley.edu/culture/culture-kit-podcast/.*The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*
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    16 mins
  • Going Above and Beyond The Job Description

    Going Above and Beyond The Job Description
    May 14 2024

    In this time of quiet quitting and burnout, how do organizational leaders create a culture that encourages workers to go above and beyond their job description?

    Organizational culture experts Jenny Chatman and Sameer Srivastava are back to answer this question from Meili Hau, the director of the Student Health Center at San Francisco State University. Tune in to hear Jenny and Sameer share real-world insights and research as well as strategies you can put to work to improve your workplace culture.

    Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!”

    Find the full transcript and learn more about the podcast at www.haas.org/culture-kit.

    *The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*

    Jenny & Sameer’s 3 Main Takeaways:
    1. Codification – Codify your values and norms and systematically bake them into the fabric of your organization.
    2. Opportunity – Set up systems and opportunities for people to not only document their work and share knowledge across boundaries, but also to form relationships and meaningful connections that span those boundaries.
    3. Leadership – Leaders should reinforce the big picture, laying out a strong vision that inspires people to go above and beyond their job descriptions to achieve big goals together.
    Show Links:
    • Who is Quiet Quitting For? [The New York Times]
    • The Berkeley-Haas School of Business: Codifying, Embedding, and Sustaining Culture Case Study A and B
    • Berkeley Haas Defining Leadership Principles
    • Where Culture Really Matters: Berkeley’s Haas School [Poets&Quants]
    • How Stripe Built a Writing Culture
    • Dean's Speaker Series | Patrick Collison, Co-Founder & CEO, Stripe; Co-Founder, Arc Institute
    • The Hidden Power of Social Networks
    • Enculturation Trajectories: Language, Cultural Adaptation, and Individual Outcomes in Organizations [Management Science]
    • Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior [Journal of Applied Psychology]

    Do you have a vexing question about work that you want Jenny and Sameer to answer? Submit your “Fixit Ticket!”

    You can learn more about the podcast and the Berkeley Center for Workplace Culture and Innovation at https://haas.berkeley.edu/culture/culture-kit-podcast/.

    *The Culture Kit with Jenny & Sameer is a production of Haas School of Business and is produced by University FM.*
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    9 mins
Management Economics
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