Culture design for team leads with Marcelo Peretti Kuhn, The Dojo

Creative businesses always say their culture and their people are their most important assets. And yet, more often than not, their plan to keep a healthy culture is simply hiring good people and occasionally offering them some drinks.

In this short talk, Marcelo will offer a practical approach to designing a work culture that can actually become a business advantage by answering two simple questions:

1. What is culture?
2. What are the tools leaders have to shape it?

The talk is aimed at anyone who currently leads or wants to lead departments, project teams and internal initiatives.

Time Stamps

1:18 – Introduction
1:59 – We Believe
2:49 – Marcelo Introduction
9:36 – Masterclass Structure
10:18 – Culture: A Model
11:02 – Getting Along & Getting Ahead
13:34 – Culture Levers
18:56 – What is Culture
24:53 – Q&A
26:12 – Break

Culture Levers: An Example
30:34 – How We Should Work
35:36 – Read, Listen, Help
36:51 – The Weekly Meeting
40:02 – Strengthen Bonds
40:35 – Show us your Passion: FT/LT

A Place to Start
43:01 – Favorite Companies with Good Culture
46:51 – Team Lead Questions
50:07 – Focus on Getting Along
51:49 – What Role Can You Play?
52:27 – Calendar of Practice
53:40 – A Framework for Introspection & Closing Notes

More about Marcelo Peretti Kuhn, The Dojo

After 15 years in advertising both in London and in Brazil, Marcelo became the co-founder of the team coaching company, The Dojo. Their unique method mixes traditional coaching tools with physical practices from the worlds of yoga, martial arts and mindfulness. They have worked with companies such as IBM and Publicis

Connect with Marcelo at the Creative Entrepreneurs’ Club

Related Articles

What is authenticity anyway?

Struggling with what it is to be authentic in your practice? Wondering about what it’s really like to sell your company? Hear one person’s experience of coming to terms with the reality of authenticity and selling out in this brutally honest article by maker Louise McGettrick.

Responses