Creating Authentic Workplace Culture
A Guide for Leaders Committed to Kindness and Wellbeing
Have you ever walked into an organisation adorned with slogans of "kindness," "wellbeing," and "inclusive culture," only to find that reality paints a starkly different picture? If you're a leader aspiring to build a culture rooted in genuine kindness and wellbeing, you've likely grappled with the challenge of aligning lofty ideals with everyday behaviours. I've spent years examining the intricacies of organisational culture and have seen firsthand the gulf that often exists between well-intentioned rhetoric and the hard-to-shift norms on the ground. In this post, I'm going to cut through the buzzwords and superficial gloss to tackle the challenges you face. We'll explore why there's often a disconnect between the culture companies profess and the one they actually practice. Most importantly, we'll delve into actionable strategies for leaders like you, who are committed to fostering a culture of kindness and wellbeing that extends beyond mere window dressing. So, if you've ever wondered how to make the leap from aspirational values to tangible reality, read on. This is for you.
The Illusion of Culture: More Than Just Window Dressing
Many organisations proudly proclaim that they possess a healthy, inclusive, and innovative culture. Marketing materials may be filled with buzzwords like "teamwork," "respect," and "diversity," creating an aura of progressiveness and inclusivity. Offices may be adorned with inspirational quotes and mission statements, while employee handbooks pledge commitment to lofty ideals. Team-building events, diversity training sessions, and employee recognition programmes are frequently rolled out to fortify this image.
However, all these elements amount to little more than window dressing if the organisation tolerates behaviours that contradict its stated values. For instance, an organisation may claim to prioritise "respect," but if microaggressions or outright discrimination go unchecked, then the proclaimed respect is nothing but an empty phrase. Similarly, a business might say it champions "innovation" but stifles new ideas through excessive red tape or a punishing blame culture.
Such a discord between proclaimed values and tolerated behaviour results in what can be termed as the "illusion of culture." This illusion creates a rift between employees' expectations and their actual experience in the workplace. This incongruity can lead to disengagement, disillusionment, and ultimately, a toxic work environment. Employees begin to question the integrity of leadership and may feel a decreased sense of loyalty to the organisation.
Moreover, an inauthentic culture can impact the organisation's reputation. In an age where employees can easily share their experiences on platforms like Glassdoor or through social media, word gets out quickly. Potential hires may be discouraged, and even customers could think twice before engaging with a business that's known to preach values it doesn’t practice.
In summary, an organisation's claim to a healthy, inclusive, and innovative culture must be backed up by its actions. Without a concerted effort to align tolerated behaviours with stated values, the culture remains an illusion, detrimental to both employee wellbeing and organisational success.
The De Facto Culture: Why the Lowest Standard Sets the Bar
When it comes to organisational culture, the lowest standard of behaviour that is tolerated essentially becomes the de facto culture. It's not the aspirational values or the high-achieving employees that define an organisation; rather, it's what the organisation is willing to overlook or allow that truly matters.
The Watermark of Acceptability
Imagine organisational culture as a watermark on a piece of paper. This watermark is invisible when things are going smoothly, but the moment the paper gets wet—in times of stress or upheaval—the watermark becomes glaringly visible. Similarly, the lowest standard of behaviour is often overlooked when everything is sailing smoothly. However, during turbulent times, such as tight deadlines or challenging projects, these lowest standards become evident and define the organisation's true nature. In essence, what the company is willing to tolerate becomes the watermark for what is truly acceptable within the organisation.
The Training Ground for New Recruits
The lowest standard of behaviour sets the precedent for new employees. As they join the organisation, they quickly absorb what is implicitly acceptable, regardless of what is explicitly stated in their orientation or employee handbook. If an organisation tolerates missing deadlines, new recruits learn that deadlines aren’t actually hard rules but more like loose guidelines. If undermining colleagues is overlooked, new employees may think that office politics is a norm rather than an exception.
The Climate Factor
Moreover, the de facto culture influences the overall climate of the workplace. If disrespecting clients is condoned, employees may feel that their organisation does not value professionalism or client relationships. This can ripple out to how employees engage with each other, their personal investment in their roles, and their broader view of the company. Over time, this creates a climate where poor behaviour is not just tolerated but becomes a part of the organisation’s identity.
The Compounding Effect
When poor behaviour becomes part of the de facto culture, it's not just a one-off incident; it accumulates. What might start as minor transgressions can escalate into major issues that impact productivity, employee satisfaction, and ultimately, the bottom line. Like interest compounding in a bank, the effects of a low standard can grow exponentially over time, with increasingly damaging consequences.
In summary, an organisation's de facto culture is not determined by its highest aspirations but by the lowest level of behaviour it is willing to tolerate. This becomes the watermark for what is truly acceptable, shapes the behaviour of new recruits, influences the overall work climate, and can have a compounding effect that undermines the organisation's long-term success. Therefore, organisations must strive not merely to state their values but to enact and enforce them at all levels.
Accountability and Leadership: The Cornerstones of Organisational Culture
Leadership is often considered the backbone of any organisation, and rightfully so. It plays a pivotal role in shaping and sustaining the culture within the workplace. But leadership's impact goes far beyond creating visions or implementing strategies; it extends into the realm of accountability and the enforcement of behavioural norms.
Turning a Blind Eye: The Consequences
When leaders turn a blind eye to poor behaviour, they tacitly approve it, whether they intend to or not. By failing to address unacceptable actions, they're setting a precedent that such behaviour is permissible. This can have a corrosive impact on the organisation's culture, as it sends a message to employees that accountability is not a priority. Worse yet, when leaders themselves engage in poor behaviour, they amplify this message tenfold, making it all but impossible to enforce any sort of positive change.
Proactivity: Not a Choice but a Requirement
Leaders cannot afford to be reactive when it comes to organisational culture; they must be proactive. This means not just waiting for an issue to escalate before taking action, but actively identifying behaviours that are incongruent with the organisation's values. This may involve periodic reviews of employee conduct, anonymous feedback mechanisms, or even direct observations. The point is to catch and address issues before they become endemic problems.
Beyond Policy: The Need for Enforcement
Having a policy on paper is a start, but it’s far from sufficient. Policies are meaningless unless they're enforced consistently and transparently. Selective enforcement or laxity in applying rules can erode trust and create an environment where employees question the integrity of the leadership and the organisation as a whole. Leaders must therefore ensure that there are clear consequences for poor behaviour and that these are applied without favour or bias.
Consistency is Key
Consistent enforcement of policies not only curbs poor behaviour but also reinforces the values an organisation wishes to embody. It sets the expectation that rules are not just guidelines but principles that everyone, regardless of their position, is expected to follow. This consistency creates a sense of fairness and trust, essential elements of a healthy organisational culture.
The Role of Transparency
In all of this, transparency is crucial. Whether it's making the process of rule enforcement clear, communicating openly about behavioural expectations, or providing a rationale for consequences, transparency helps to build trust and ensures that the workforce is aligned with the leadership in fostering a positive culture.
In summary, leadership's role in shaping organisational culture is profound and multi-faceted. It involves not just crafting policies but ensuring they are proactively and consistently enforced. Leaders must be accountable for their actions and ensure that everyone else is too, for it’s only through such accountability that a truly healthy organisational culture can be achieved. Anything less risks perpetuating a culture that is only as good as the worst behaviour it tolerates.
The Uphill Battle: Changing Culture Without Support
Changing an organisation's culture is no small feat. It's an ambitious undertaking that demands concerted effort, time, and most importantly, support from all levels of the organisation. But what happens when someone tries to bring about cultural change without the necessary backing? The outcomes, unfortunately, can range from ineffectual attempts to potentially detrimental consequences for the individual and the organisation.
Strained Relationships
One of the immediate repercussions is the strain it puts on workplace relationships. If an individual tries to enact change that isn’t well-received, they risk becoming isolated or even ostracised by their colleagues. In some cases, people may perceive these efforts as overstepping boundaries, leading to misunderstandings and conflict.
Burnout and Disengagement
The mental toll on those trying to initiate change should not be underestimated. When an employee, or even a small group of employees, attempts to alter the existing culture without organisational support, they may find themselves perpetually swimming against the tide. This can lead to burnout, disillusionment, and decreased engagement with their work.
Stagnation and Status Quo
In terms of the organisational landscape, the absence of support for cultural change often results in stagnation. The inertia of existing behavioural norms is too strong to be shifted by unsupported efforts, keeping the organisation stuck in its existing ways. This lack of progress may eventually affect competitiveness, adaptability, and even the ethical standing of the company.
Loss of Talent
Over time, individuals who are committed to change but find no support may opt to leave the organisation. This results in a loss of potentially valuable talent and institutional knowledge, creating gaps that are often hard to fill. Additionally, a turnover of change-minded individuals may make the organisation increasingly homogenous in its thinking, further embedding the existing culture.
Reputation Risks
In today's interconnected world, employees share their work experiences on various platforms. An organisation that resists positive cultural change could find its reputation tarnished, making it less attractive to top-tier talent and possibly impacting its customer base.
Trying to change an organisation's culture without adequate support is a challenging, often thankless task. Not only does it strain relationships and risk individual burnout, but it also perpetuates organisational stagnation and could result in the loss of valuable talent. Thus, for any cultural change initiative to be successful, it is crucial to secure commitment and active support from all levels of the organisation, particularly leadership. Otherwise, attempts to shift the culture may not only fail but could also cost the organisation in more ways than one.
Conclusion
Organisational culture is not merely about slogans, posters, or team-building activities. It is defined by the behaviours an organisation is willing to tolerate, the consistency with which its policies are enforced, and the commitment to living out its professed values. The illusion of a positive culture can have detrimental effects, from employee disengagement to damage to the organisation's reputation. Leadership plays a pivotal role in this ecosystem, shaping the cultural landscape through accountability and proactive actions. Lastly, attempts to change organisational culture without widespread support can result in a multitude of negative outcomes, including strain on workplace relationships and even loss of talent. Therefore, for any organisation striving for a truly healthy and inclusive culture, alignment between proclaimed values and actual behaviours is not just desirable—it's imperative.