<strong>COMPANIES THAT EMPHASIZE A CLEAR, STRONG AND
EFFECTIVE CULTURE DONT HAVE TO PULL THEIR PEOPLE
ALONG</strong>
I 've talked with you in this space about the importance
of cul-ture to organizational transformation and
success. My own studies illuminate the reasons why
emphasizing culture can make such an enormous
difference. It can be helpful to think of an
organization as a wheel A wheel requires energy,
momentum and inertia to keep it moving for¬ward.
Friction, obstacles and lack of momentum are what slow a
wheel down. If a company's components revolve in the
proper direction - culture first, then people, processes
and strategy - a gravitational pull toward superior
performance creates its own energy and momentum. In
essence, then "Culture is king"! It trumps each of the
other three key performance factors. That's not to say
people aren't important, for example, but their impact
is compromised in the absence of a strong and functional
oper¬ating business culture.
Organizations that do a poor job of uniting their people
to execute the business vision and mission tend to slow
themselves down by strategizing like maniacs and
dragging most of their people along for the ride.
Companies that emphasize a clear, strong, and effec¬tive
culture don't have to pull their people along their
vitality energizes and re-energizes the people, who in
turn, propel the company forward to continuing success,
It can also be helpful to envision culture as the hub
that holds the spokes of the wheel together. Strong
cultures are those where people share a high level of
commitment to the same clearly defined set of
prioritized business values required for the ongoing
success of their organization, and united to achieve
their 1organization's vision and related strategies or
goals. The reason is not just because it's their job,
but because they believe in the company's mission and
values, and believe their company believes in them as
well.
In such cultures, where everyone feels like a respected,
valued member in such a productive and spirited teamwork
environment, many of the everyday problems that slow
other organizations are readily overcome by finding ways
to do so through the power of their shared capabilities
and commitment. People willingly share their knowledge;
they believe in the company's mission and values, and
believe their company believes in them as well.
In such cultures, where everyone feels like a respected,
valued member in such a productive and spirited teamwork
environment, many of the everyday problems that slow
other organizations are readily overcome by finding ways
to do so through the power of their shared capabilities
and commitment. People willingly share their knowledge;
they help each other when problems arise; they provide
moral and emotional support; they cooperate and motivate
each other, especially in difficult, stressful and
adverse situations unlike how most people and most
organizations respond to these increasing challenges in
our contemporary work lives. The result is a meaningful,
enjoyable and successful work experience for both
themselves and their organization!
By contrast, in weak cultures, the days tend to be
devoured by many, repeated irritating situations that
snowball into larger aggravations, sapping energy,
morale and productivity from everyone involved.
Cooperation is minimal, an "us" (employees or
departments, locations, personnel levels) against "them"
(management or other departments, locations, personnel
levels) mentality sets in, and pretty soon the
collective capacity of all is being minimized by the
subcultures that direct the daily decision-making and
work practices/processes. Such self-defeating cycles of
dysfunction are a logical, though unintended consequence
of management's focuses on strategies and processes,
rather than both its people and culture.
Dr. Michael O'Connor is a recognized thought leader,
executive coach and founder of Life Associates, Inc.
Michael is the co-author of "The Leadership Bridge
Program (Situational Leadership II & DISC)" and the
book, "The Leader Within." E-mail Michael at
droconnor@Iifeassociatesinc.com
Training Industry Quarterly, Fall 2008 /A Training
Industry, Inc. ezine /
www.trainingindustry.com/TIQ
