“Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead

A culture that is out of alignment with values can be detrimental to a company’s success.  Management will want to be transparent about the image they want to portray to their employees or customers.  The good news is that there are concrete steps to change that culture.  They will take perseverance and are entirely within your control with the right approach.

I would be happy to sit down with you and explore your current culture and how you can get to your goals.  Book a Strategy Session today.

The four umbrellas that represent a well-run organization are character, climate, ideology, and image.  These set the structure for how people act and interact with one another.  At its core, there is a sense of weather-making that creates the desired environment, how the entity chooses what is acceptable and necessary in how it thinks and runs day to day on numerous levels, and how it wants to be seen and felt by its constituency.

One way to clearly understand how an organization works is to look at its structure. Examine how it looks in response to Powerful Questions that reveal why the organization operates in the way it is designed.  This is the first step toward clarifying how one navigates the inner workings, beliefs, and practices used to maneuver through the company and determine the viability of working up the hierarchy of the entity.  This is accomplished through the REACH™ model.  To learn how to implement this tool in your own leadership journey, click the button to sign up for a strategy session. You’ll get a laser-focused opportunity to explore your needs and discover how you can REACH™ your leadership potential.

A company’s culture is essential to serve its mission, vision, and the people it helps internally and externally.  The process by which a company gets things done is similar to a supply chain that determines how goods and services move from raw ingredients to a finished deliverable.  As such, a leader wants to be steeped in the ways of their organization’s history and how that history plays out into the present moment and then moves into the future. 

A company’s culture sends a specific message to its customers.  When the customer has choices of products or services, their decision might come down to the values and culture the company portrays.

Corporate culture can affect the customer experience.  When employees are aligned and believe in the company and its values, this comes out through their interactions with the public.  Believe it or not, a customer can sense the disconnect.  Making customer service a measurement of the company’s success will put it in focus.  Ensuring the employees are empowered and secure creates job satisfaction and buy-in to the intended culture.

There are many types of culture.  A company can fall into one area or can be a hybrid. 

1. Clan culture is where the company is like a family, and management acts as mentors, encouraging participation and caring.  The focus is teamwork and communication.  A simple example is a family-owned business that is expanding.  Management is the owner of the company, and they guide the direction of employees feel cared about and heard.  If the company is sold, that sense of belonging can feel like a betrayal.
2. Task cultures involve teams working toward collective objectives. In these companies, management drives the overall goals, while marketing, IT, and customer service teams align their work to meet these goals.
3. Person culture is where the individual employee is seen as more important than the organization.  Certain companies, such as Patagonia, stress the importance of flexible schedules, volunteer activities, and sabbaticals.  Rosenbluth Travel operated this way and wrote a book articulating how it works titled,  The Customer Comes Second by Hal F. Rosenbluth & Diane McFerrin Peters. It became a How To for many companies looking to shift their culture. Other companies demand that employees take their PTO regularly or close the company on the weekends.  
4. Adhocracy companies are risk-takers, innovators and encourage thinking outside the box.  Leaders create an entrepreneurial spirit and inspire workers to bring their ideas to the table.  During my figure skating coaching career, I took part in a collaborative team of coaches, skaters, and judges who created and promoted “Moves in the Field,” which replaced the traditional compulsory school figures for the United States Figure Skating Association.  This effort allowed the sport to proceed into the future effectively without its historical foundation.
5. Adaptive cultures create a collaborative environment that allows the company to change over time.  Companies that have been around for decades might fall into this category.  They either produce new goods and services that change with technology or find innovative ways to market their tried-and-true products.
6. Market-focused companies are in tune with the bottom line.  Employees are expected to produce results in terms of sales, profits, or market penetration. An excellent example of this is a financial trading company.  The company wants to make money for their shareholders, and the employees are expected to do whatever it takes to achieve this.  When they do, they are rewarded handsomely.
7. Hierarchical cultures are focused on policies and procedures.  There is a chain of command and a specific way of doing things that are mandated to be followed. This can also be called a power culture or role culture.  The best example of this is the military.  There is an expectation that the people within the organization will adhere to precise procedures.

Culture can be a delicate balance.  Both existing and new employees want to fit into the mix.  Management profits from choosing their actions carefully to avoid alienation or playing favorites. 

A shared culture can unite an organization, and one that is divided can cause misdirection and conflict.  Culture evolves over time and impacts how work gets done, how people relate, make choices, and influence others.  Culture affects more than just relationships; it influences how an organization handles problems, structures incentive programs, and nurtures public perception. When executed successfully, culture is second nature.  It reflects values and guides staff toward a common goal.  Yet, culture can be a tricky balance.