Ducks in a Row: Why is Culture an Uphill Battle?
by Miki Saxon
With all the research and resulting proof, much of it expressed in dollars, why is it so difficult for companies to execute good cultures?
There is no lack of advice and how-to help available and in a variety of ways, from consultants to books, blogs to videos.
Real-world facts show that good culture is still elusive; one of those ‘should’ actions that are frequently talked about, but often not done.
You create the culture in which those subordinate to you work, no matter your level of management, from team leader to CEO,
CEOs set overall company culture, while subordinates then create, intentionally or not, their own culture that either copies it, is synergistic to it or diametrically opposed to it.
The only guarantee is that whatever culture emerges will accurately reflect its creator’s thoughts, values, beliefs—in other words, MAP.
And therein lies the reason and the problem.
All the cultural intelligence focuses on good culture, with touchstones such as fairness, trust, authenticity, merit, etc.
If those attributes aren’t the bedrock of your own MAP then it’s impossible to implement a culture that embraces them.
So if you are looking to change a non-performing culture or improve a mediocre one, be sure to look deep inside yourself first to know what is possible and what won’t stick unless you change first.
Flickr image credit: zedbee
