Culture is Underrated

I love discussing and studying the “culture” of an organization.  However, when I discuss “culture” with a leader I usually get this response: “What do you mean culture”? Culture is simply this: 1) “What do we believe?” 2) “How do we do things around here?”

Beliefs + Action = Culture

Culture is either formed intentionally or incidentally. You can lead culture or allow your culture to lead you. What you allow within your organization is what you promote as “culture”. Culture is the unspoken rules, the feeling you get when you go to a team meeting, the tone of someone discussing their leader or a fellow teammate, and the messages sent through your key communication channels. Culture can also be seen clearly in performance. Winning or losing…you will see your culture through behaviors and communications.

Culture is character.  The decisions a team member will make when no one is looking. What is acceptable? What is the “norm”?  What is tolerated? What is celebrated?

So, why does culture matter? Let me reframe the question.

Does your mission matter?

Do your people matter?

Do the financials and other key indicators matter?

With a simple review of your budget, your profit and loss statement, and an interview with your key players and HR representative you will discover the truth. That is all that is needed to determine if you have a character problem or if you have a winning culture.

Is it possible to change culture? Yes, but it can’t be done quickly or it won’t be lasting. Morale is fickle and based on feelings, so it can easily be altered through pay raises or layoffs, but culture is the core of your organization. It is culture that will determine its longevity.

Here are three ways to shift your culture today:

• If you are a leader, define your personal Core Values and share them with your executive leaders or team members. Be sure to define the behaviors they will see from you. Your team is looking for a leader.
• Define the organization’s Core Values WITH written behavioral expectations. Be relentless in theintegration of these Core Values. Don’t back down.
• Perform a SWOT (Strengths, Weaknesses, Opportunities, and Threats) assessment of your organization’s culture. The SWOT will identify where you need to focus within the realms of People, Processes, and Performance. Once you have a solid SWOT, create the top 3 action items for benchmarks of 3 months, 6 months, and 1 year.

As a leader, be clear about the culture change and be consistent in your accountability and follow-up. Finally, be optimistic.  Change is possible and necessary for growth. FUEL UP!