Building a healthy organizational culture
What is an organizational culture? Definitions of culture vary across the academic literature, but most definitions include aspects such as:
Behavior of leadership,
Employee expectations,
Communication styles and messaging,
Celebrations and events, and
Logos, brands, and other visible symbols.
Some aspects of culture are invisible, such as values, beliefs, and underlying assumptions shared by members. According to SHRM’s Understanding and Developing Organizational Culture, “culture defines the proper way to behave within the organization.”
When I started my career as a high school teacher, I developed a syllabus that included my class rules. That syllabus was a significant element of my classroom culture, and it defined the behavioral expectations. The ways in which I enforced those expectations contributed to the overall culture as well.
My first syllabus described expectations in a “what not to do” way. I realized this established a culture based on fear or punishment. My goal was to establish a culture that called students to a higher level – in their studies, in their behavior, in their character. While there would be consequences for students who chose not to pursue that “higher level,” I wanted to focus on the rewards for doing so.
To achieve that goal, I changed the language in my syllabus, as well as the language I used on a day-to-day basis. I changed some of my class rules – focusing more on “students will…” rather than “students will not…” I also developed a homework system that focused on accountability and allowed for initial failure (without a negative consequence on the grade). In other words, I wanted students to learn from failure and see learning as a process. My “stretch goal” was to get them to enjoy it as well!
I spent time communicating to parents so they understood how my approach was a bit different (especially the approach to homework). I decorated my room with fun and serious content that supported the overall goal. It took some time and a lot of consistently implemented expectations and approaches, but I eventually established the culture I desired (I failed a few times along the way, too!). Eventually, I had a reputation for my classroom culture, and students chose whether to take my classes based on that.
This example is on a micro level – a single classroom with one instructor.
Now imagine establishing a culture in a large organization. The steps are similar, but the implementation is much more complex.
Step 1: Define the culture you want.
Step 2: Communicate the intended culture.
Step 3: Model the culture.
Step 4: Hold people accountable.
These steps sound brief, but they are not. Each stage requires detailed discussion, reflection, and planning. Unfortunately, many organizations fail to establish a healthy culture.
Why do organizations struggle with creating a desirable culture? There are several potential reasons, and here are just a few:
Partial approach. Organizations clearly define some aspects of their culture through formal processes. These may include their policies and procedures, compensation packages, and leadership structures. However, they do not consider the more informal (or “softer”) aspects of culture that directly impact employee or client satisfaction. Examples might be communicating change, demonstrating concern for employee welfare, and providing meaningful feedback. The culture may default to the approach of each department or unit, rather than creating a cohesive organizational culture.
Lack of definition. Organizations define an overarching goal for their culture (e.g., “an accountability culture” or “a love-based culture”), but they fail to define AND communicate what this means in practical terms. As a result, as soon as someone is fired in a love-based culture, or whenever there is a lack of transparency in an accountability culture, the organization’s commitment to that culture is understandably questioned. An overarching theme for a company’s culture is good; however, communicating what that theme means in practical terms is essential.
Lack of commitment. Some leaders underestimate the importance of culture or their ability to establish culture, and as a result, they let the culture develop rather than developing it themselves. In other situations, even when the value of an intentional culture is appreciated, leaders do not commit the resources necessary to successfully establish culture change. Overall, when there is a lack of commitment to the significance of organizational culture, the organization (the members!) suffers.
Lack of leader accountability. Organizational leaders may clearly define the desired culture, and then communicate those desires through many aspects of the culture. However, if they do not model the same behaviors they are expecting, they will likely experience significant challenges in creating their desired culture. Leaders have to accept their responsibility in modeling a healthy organizational culture.
Organizations face a variety of challenges. At times, challenges are external and uncontrollable (hello, global pandemic), but more often, the challenges we face are internal and deeply rooted in the culture of the organization. Let’s take the time to define and implement culture change that leads to healthy, happy, high-functioning organizations. ABL Wise Consulting can help.
pc: Xavi Cabrera via Unsplash
