Do Organisations Really Have a Culture?

Culture.  Climate.  The right fit.  Management-speak that rolls off our tongues effortlessly.  But what are we really trying to say?

As managers we are trying to define the values of our organisation.  Our personal, professional and collective platform of beliefs.  These beliefs signal to our employees and customers our business style and standards of conduct.

What shapes our culture?  Integrity should be a cornerstone.  As leaders, we set the benchmark.  Our dealings with our employees, each other and our customers must be respectful and transparent.  If we cannot maintain professional integrity, how can we possibly expect our staff to do so?

Fairness and honesty must be reflected in our core policies and practices.  Consistency of communication and expectation leaves nobody guessing.  By creating an environment of trust, we foster a climate of creativity and inventiveness in the workplace.  New ideas, greater motivation and aspiring leaders will flourish.

Demonstrable actions by management go a long way to creating a healthy culture.  Empathy for the real life issues and concerns of our staff proves to them our commitment to their well being.  Engaging them in the issues of the business and decision making processes cements their place within the bigger picture.

The nature of our business will determine our structure, task design and work load.  We must try to achieve a balance between the imperative of cost-efficiency and productivity with the ideal of stimulating work that is rewarded on merit.  Oppressive workloads create a climate of resentment and hostility – at all levels in the structure.

Role clarity also feeds into the culture equation.  By making our expectations crystal clear, our staff members feel confident to participate whole-heartedly in the workplace.  They understand the meaning and need for their key performance indicators.  If they hit an obstacle, they feel empowered to seek assistance.  With a healthy workplace climate, asking for help is not frowned on.

Organisational culture is more than professional reputation.  Our professional reputation is built on our dealings and communication with the outside world.  Our culture is far more intimate.  It is only those on the inside who have a stake in our workplace culture that have a true sense of who we are.

A harmonious organisational culture hits you as soon as you walk in the door.  Employees look and sound happy.  They interact with each other.  They greet their manager and do not avert their gaze.  Even their posture is indicative of a healthy culture.

Does your organisation have a harmonious, well functioning culture?  Does it hum with the vibrancy of people who feel happy and engaged with their colleagues and managers?  If not, why not? It is important to tackle organisational culture issues head on.  If you have a defensive, confrontational workforce with high absenteeism and attrition, you have a toxic climate.  It is worth the effort to grow a culture based on empathy, role clarity and respect.  Don’t allow a dysfunctional culture to stifle your business performance.