Organizational culture is a popular topic. Google presents millions of sites for you to explore. Thousands of books and articles are written every year on the subject.
If the sheer volume of content won’t convince you of its importance, consider the wisdom of Peter Drucker who allegedly said, “Culture eats strategy for breakfast.”
Organizational leaders do well to make it a priority to cultivate a strong and healthy culture. If neglected, the culture will be determined only by what is tolerated.
Consider the following scenarios:
When the majority of staff aren’t emotionally committed to the purpose of the organization, apathy sets in and culture weakens with it.
When corporate values are not espoused by the people promoted to leadership roles, disengagement prevails and a culture of mediocrity takes root.
When staff can’t see the link between what they do every day and the bigger vision of the organization, motivation tanks and culture atrophies.
When the majority of staff choose unhealthy tension over healthy conflict, accountability begins to fade and the culture is blowing in the wind.
When the organizational structure hinders productivity rather than empowering it, morale crumbles and culture along with it.
When staff aren't emotionally committed to the purpose of the organization, apathy sets in and culture weakens with it. Share on X When staff can't see the link between what they do every day and the bigger vision of the organization, motivation tanks and culture atrophies. Share on X When the organizational structure hinders productivity rather than empowering it, morale crumbles and culture along with it. Share on XThe best organizational cultures have two defining characteristics: they are strong and they are healthy.
A strong culture means there is radical and consistent commitment to the mission, values and strategy throughout the entire organization.
Here are five practical ways you can strengthen culture:
- Hire the right people. Every hire at the leadership level should be carefully evaluated for culture fit. Do organizational values resonate? Are they emotionally invested in the mission? Make sure.
- Teach for Commitment. When you onboard staff, take the time to educate them on the mission statement, corporate values, strategic plan and the organizational structure. As soon as possible get them teaching others. People learn better when they are responsible to teach.
- Honour and promote culture heroes. Catch people doing the right thing – living your corporate values, accomplishing the mission and honour them for it. What gets rewarded, gets repeated.
- Develop the skill of creative redundancy. Champion culture by over-communicating. Develop the skill of repeating the same thing in fresh and inspiring ways. Consider your culture a brand and market well. You are the CEO – Chief Reminding Officer.
- Incorporate culture into performance reviews at every level. Regardless of frequency or methodology, evaluate staff based on their contribution to the culture of the organization. What gets measured gets done.
A healthy culture means there are quality relationships in every team, at every level, and across all divisions.
Here are five practical ways you can foster a healthy culture:
- Build trust every day. In relationships the little things are the big things. Make and keep promises. Refrain from saying the negative or unkind thing. Hold people accountable to their goals and allow others to hold you accountable. Listen to understand, not to respond.
- Be an encourager. When it comes to believing in themselves, most people are agnostic. People that feel good about themselves, produce good results.
- Engage in difficult conversations. Much is lost when leaders fail to engage, avoid the topic, change the subject, or use humour as a diversion. Enter in and engage. Explore reality together – pause during a crucial conversation and look at it from the other person’s point of view, then be open to learning. Create a safe space – talk with gentle eye contact, have an open disposition and posture, use a soft but confident tone.
- Facilitate healthy conflict. Mine for conflict during meetings, “Gail, I noticed you’ve been quiet for the last little while, is their something you need to say?” Affirm your staff when healthy conflict does happen.
- Decide how you decide. Sometimes leaders need to decide without involving others. That should be the exception, not the rule. Consult those who will be responsible for executing the decision. Build consensus – no involvement, no commitment.
Organizational culture is clouded in complexity. Most leaders I’m speaking with are looking for simple models to understand organizational culture and practical tips for making it better. Hopefully this post has brought some clarity to the way you think about culture and what you can do to build a strong and healthy culture in your ministry or organization.
A strong culture means there is commitment to the mission, values, strategy and structure throughout the entire organization. A healthy culture means there are edifying relationships at every level and across divisions. Share on X Every leadership hire should be carefully evaluated for cultural fit. Do your organizational values resonate with the potential hire? Are they emotionally invested in the mission? Make sure. Share on X Leaders champion culture by communicating it over and over. Develop the skill and habit of creatively repeating the same thing in fresh and inspiring ways. Think of yourself as chief reminding officer. Share on X