There is a lot of conversation in the “blogosphere” these days about the types of cultures leaders can create in organizations. Here are a few examples:
- Learning Culture
- Performance Culture
- Service Culture
- Command & Control Culture
- Customer Centric Culture
- Employee’s First Culture
- Shareholder’s First Culture
Frankly, there are probably thousands of cultures and subcultures that organizations can identify with. Leaders can be left in a state of ambiguity about what is really acceptable in a culture unless organization-wide consensus can be found.
Confusion can lead to inconsistency in strategy implementation or even complete chaos, which can result in paralysis. This fragmentation in organizational culture can leave the strongest subcultures defined by those with the loudest voices, which may not actually be representative of the culture at all.
Perhaps a story can clarify:
Years ago I worked at an organization that had a cultural norm of “respect for people." This norm was carried out in a lot of very positive ways throughout the organization, such as caring and compassion with a death in an employee's family, paternity and maternity leaves, even pay based on performance was weaved into this respectful culture.
In one department, there swooped in a leader who had an agenda. A change in performance standards would take place but only a select few favorites would be told of these new rules in the culture. Low performance ratings were given to people who had traditionally been top performers. The organization became chaotic and fragmented as no one knew what the cultural norms were in order to perform at high levels. All anyone knew was to "please the leader or you are out."
Fast forward 6 months and the entire department had been decimated. The leader had to be replaced. What was once a high performing organization had been completely and utterly destroyed by the actions of one person. One really loud voice was able to take down an entire team, exiting many top performers from the company in the process.
The culture you define as an organizational leader impacts the development of your team members. If they don't feel safe, they definitely won't feel valued as a team member. And if they don't feel valued, then they won't be motivated. When you have unmotivated team members you run the risk of losing them or leaving untapped potential on the table.
So, how do you create a culture that allows your newest team members to feel safe as well as your current colleagues to be motivated? Perhaps it's not something that you DO, but instead what you can BE.
Focus on developing your emotional intelligence. This effort on your part will impact the culture you want to create. As you create this positive culture, the desired behaviors will become part of who you are and not just something that you do occasionally. Think deeply about the kind of culture you are shaping as you lead your team.
Here are 5 things you can become that will positively impact the culture of your organization to give you great results:
Be Self Aware Know and be confident in yourself and your abilities. Understand how you handle your emotions, and how they impress your company. Everyone is watching you to see how you will react. In fact, they may be able to predict your behaviors. Become just as aware of yourself and how you can choose your emotional responses.
Be Assertive Communicate your what, how, and why in a simple, clear, and even repetitive way so that your team understands.
Be Empathetic When I teach seminars on Emotional Intelligence, I often ask the group for a common definition for empathy. The response I get back more than any other is “walking a mile in the other person’s shoes.” I love this definition, but to take it one step further (pun intended), “walking a mile in the other person’s shoes, even when the shoe doesn’t fit." Being empathetic is about being compassionate, caring, listening, and being flexible as needed. I believe strongly that we should not neglect the impact empathy has on shaping the culture of your company. Showing regular empathy will instantly invoke safety and value for your teammates.
Be in Control Not wavering, or changing things based on emotional reactions. When something comes up that invokes an emotional response, remind yourself of the companies mission, and your principles, to be sure that the decisions being made align with your mission. This way your team can feel confident that you won't make changes at the drop of a hat. As they trust you, they can focus on the work they need to do.
Be Optimistic People who are positive are magnetic. We want to be around them and we can be inspired by them. In order to be optimistic, you have to change the way you talk to yourself. What I mean by that is being able to see the best in yourself, see setbacks as learning opportunities, and see obstacles as unique, temporary events that you'll get through. Learn more about this by downloading my eBook, Optimistic Thinking.
Think about the 5 "Be's" above. Choose one you would want to work on.
To help organize your thoughts, grab a piece of paper, then write and complete the following sentence:
I want to be more ______________, so that my team can feel ______________ and we'll create a culture that is ___________________.
Here are three ways I will be more ____________ this week: 1. 2. 3.
Share what you wrote with a mentor or coach and have them help you with this development. If you can't think of who to share this with, write it in our comments below or contact me directly. I'd love to hear what you have to say and find out how we can help you!