Culture of Experts
Corporate Culture Assessment
Culture of Experts is a start-to-finish labyrinth that includes a corporate culture assessment (below). This assessment allows company leadership and HR professionals to rate their own corporate culture to see if it currently reflects a Culture of Experts. Modules #1 through #10 have these questions in blue boxes, at the bottom of each page. This module puts all of these boxes together in one place, so readers have the option of taking the assessment here.
Corporate Culture Assessment Questions: Module #1 – Unconventional Positions
Within an organization, there are a wide verity of positions. Splitting them into four groups, they might look like this:
Group #1: Unskilled-to-midskilled (non-expert) positions; which are structured, repetitive, task-oriented and company-process-driven.
Group #2: Traditional Establishment Expert positions that include traditional professions and skilled trades.
Group #3: Leadership positions.
Group #4: Unconventional positions, which are:
• Not easily fit into the first three groups
1) Name one position in your company that can be called an unconventional position; fitting into group #4, but not groups #1, #2 or #3?
2) If you had to fill this position for one year, where would you take it, beyond its current status?
Go to Module #1 for a quick review of Unconventional Positions
Corporate Culture Assessment Questions: Module #2 – Unconventional Expert Characteristics
In the age of the internet, information is quickly at our fingertips. Because of this, there is a new breed of experts. Where Traditional Establishment Experts are deeply rooted within stationary schools of thought, this new breed of experts will thrive on real-time information, with the use of the internet as a tool. Outside of a standardized way of thinking, they will focus on the relevancy of information, as it pertains to the work that is directly in front of them. These new experts are every bit as complex as Traditional Establishment Experts, in that they own an individual worker-process. This work-process guides them when more traditional processes are absent.
An Unconventional Expert individual work-process might look something like this:
1) Intellectual curiosity
2) Initiate activity
3) Gain relevant information
5) Commit to a project
6) Create ideas
7) Test ideas
9) Use failure as a platform for new and better ideas
10) Repeat (eventually … find mastery)
3) Name one person that you know, whom you would consider an Unconventional Expert?
4) Does your company look deeply into individual work-process when assessing candidates and employees?
Go to Module #2 for a quick review of Unconventional Expert Characteristics
Corporate Culture Assessment Questions: Module #3 – Expert-Trek: The Journey to Mastery
5) Assuming candidates and employees are comfortable with it, does your company explore their individual work-process as it exists within the following free-time activities?
• DIY home improvements
6) Outside of Traditional Establishment Expert positions and leadership roles, does your company develop fitting employees to an expert-level?
7) Does your company routinely expose expert-level employees to mastery within their areas of expertise, to establish a point of comparison?
Go to Module #3 for a quick review of Expert-Trek: The Journey to Mastery
Corporate Culture Assessment Questions: Module #4 – Process-Replication
8) Does your company recognize and understand the divisions between operational company-process and individual work-process, within various positions?
9) Has your company considered strategies that develop individual work-process into operational company-process (or vice-versa)?
Go to Module #4 for a quick review of Process-Replication
Corporate Culture Assessment Questions: Module #5 – Mentor/Protege Structure
10) Does your company leverage the power of mentor/protege structures?
Go to Module #5 for a quick review of Mentor/Protege Structure
Corporate Culture Assessment Questions: Module #6 – Unconventional Projects
11) Does your company monitor and recognize the complexity-level of employee engagement?
12) Does your company typically create and assign projects that allow employees to gain deeper exposure to the company’s resources, markets and customers?
Go to Module #6 for a quick review of Unconventional Projects
Corporate Culture Assessment Questions: Module #7 – Ideas
13) As your company comes up with ideas, do you explore the process that evolves ideas in an attempt to create the best ideas possible?
Go to Module #7 for a quick review of Ideas
Corporate Culture Assessment Questions: Module #8 – Unconventional Wisdom
14) When your company addresses failure, do you look at failure as it lives within the process and use it as a platform for new and better ideas?
Go to Module #8 for a quick review of Unconventional Wisdom
Corporate Culture Assessment Questions: Module #9 – Behavior Within Corporate Culture
15) Does company leadership recognize and address the side effects from internal employee-versus-employee competition?
16) Does company leadership recognize unwritten hierarchies within the organization and attempt to equalize them with title and compensation changes?
17) Does your company understand why some employees survive to find status quo rather than thrive to find a destination?
Go to Module #9 for a quick review of Behavior Within Corporate Culture
Corporate Culture Assessment Questions: Module #10 – An Expert-Driven Organization
18) Do you think that is would benefit your company to adopt a Culture of Experts?
Go to Module #10 for a quick review of An Expert-Driven Organization
How did you do?
If the questions within this assessment seem unusual, it is no accident. A Culture of Experts shines light on a flavor of expert that dwells in the shadows: The Unconventional Expert. The goal is not to change Traditional Establishment Expert-level work, but to forward the concept of expert in a way that makes it accessible to everyone who has the curiosity and drive to reach for some level of mastery.
Please proceed to module #12: Culture of Experts Interview Questions
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