Defining, Measuring, and Improving Culture

Having taught graduate leadership courses for many years and working with organization leaders to help them find pathways to improved performance, the subject of “culture” is always in play. While both students and executives have little difficulty in describing culture, defining it remains a challenge.

Behavioral norms, artifacts, rewards, customs, expectations, and what people need to do to “fit in” are all workable descriptions. Some describe it as a direct reflection of the organization’s stated values.

Some time ago, I came across a more practical definition of “culture.” During a team workshop, one participant offered this: “Culture is best defined as the lowest level of behavior and/or performance the organization will tolerate.” This proclamation was met with an uncomfortable silence. Finally, one colleague broke the ice and, in a manner of speaking, “seconded” this notion. Gradually, there was consensus.

For the most part, organizational leaders are sincere in their desire to establish and maintain a winning culture. Yet, more often than not, under-performing team members remain on the roster. Worse yet, poor behavior, as evidenced by the way in which some staff members speak to, treat, and talk about co-workers is permitted or at least, overlooked by managers, supervisors and even senior staff members. Some can’t seem to resist the urge to join in. No wonder that, according to many sources, employee engagement is at a low ebb in organizations of all sizes and across many industries.

Notwithstanding all manner of team building efforts, celebrations, pizza gatherings and the like, positive culture is built painstakingly and one step at a time. A good place to start is by measuring your current state and your desired future state. Diagnostic tools like Human Synergistics’ Organizational Culture Inventory can provide a valid, reliable way to provide needed data for the path forward.

What goes on inside your organization? Is there a high level of competency and mutual respect among your team members? Are your key executives, managers and supervisors fully trained and prepared to offer meaningful, objective feedback to their direct reports in real time? Is everyone aligned with the mission, vision and values of the business?

For information on ways to plan strategically for your company’s bigger, better future, contact me at joe@ajstrategy.com.