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Creating Positive Corporate Culture Change – Why The Manager’s Role Is So Critical

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Published: 15Nov2009
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What does the word “culture” mean to you?

If someone asked you to describe the culture of your team or organization, how would you answer them?

Not sure how you’d answer? Maybe you’ve never really thought about it that much – and you wouldn’t be alone. And yet every day, in hundreds of organizations you’ll hear people talk about:

• “Oh yeah.... they (the managers) talk about having an “open door”, and wanting to listen, but that’s just talk. They only listen to what they want to hear.

• Staff survey? Oh yes – we have one of those every year. What do I think of it? (Shrug) Tick box exercise isn’t it? Got to look as though they’re (the managers) listening; but doesn’t matter what we feed back, nothing changes. What’s the point?

• They just keep piling on one change after the other; no-one asks us what we think.

• I just keep my head down; stay out of trouble and collect my pay cheque at the end of the month. Most of us do.

• No one thanks you for what you do here.

• Some staff get away with murder; depends who you are and who you know here, not how good you are or how hard you work. In fact, more you do here, more they take advantage. Won’t catch me being a mug, that’s for sure.

• Manager here acts like a mini Hitler: everyone’s looking for a way out.

• I hate it here: full of gossips; cliques and moaners.

I haven’t made these up: real people, in real companies, have been describing real situations in their workplaces. This is how they see it – and they don’t see it too positively either!

And what they’re describing, even if they don’t call it that, is the corporate culture in which they work. And if that’s how they’re describing it, just how good do you reckon the performance is in that team or organization? Guess you wouldn’t have to be Einstein to know it’s not particularly good.

One definition of culture I found in wikipiedia was:

“Culture” – the set of shared attitudes, values, goals and practices that characterizes an institution, organization or group.

I’m a simple soul: rather than talk about the “culture” of my team, I like to call it: “the way we do things around here”. However you call it, it boils down to the same thing: a way of behaving, which everyone understands, agrees to, and adheres to. It’s about setting boundaries, and expectations which apply to all, and which, if flouted, result in decisive and corrective action.

In some cultures, particularly those like the ones described above, those cultures have just developed, unchecked, over time. No-one necessarily wanted the culture full of gossips and cliques for example, but because no-one has set expectations about standards of behaviour, or consistently and systematically encouraged certain behaviours and attitudes, whatever does emerge, usually emerges as a result of whoever are the most influential “leaders” within that team or group. I’ve come across a number of occasions where a single individual is adversely affecting a whole group of others, and little is being done about it. The problem is, of course, whilst ever this is going on, performance is no-where near what it could be. High performing companies do believe in agreeing values and behaviours; there’s often much time spent deliberating and agreeing what those standards are going to be; and even much time and energy into finding ways of communicating this across the whole organisation – which is great. You’re defining your corporate culture.

But, in my opinion, the bigger the organisation, the more the role of delivering on those values falls down to one person: the manager.

Think of it as a nation: there are national values, beliefs and attitudes, but the role of seeing those values communicated, passed on, monitored and “lived out” falls down to a much, much smaller unit; the family. And the responsibility within that unit? The parents.

Within each large organization are dozens of “families” in the form of teams; and heading up those teams: the manager.

Some thorough, and fascinating research by Gallup has shown that, despite being given the same resources, demographics and support, two retail outlets could achieve totally different results: one outlet overachieving, the other failing significantly.

Why?

It was down to the managers. More importantly, it was down to the “culture” of the teams. The “way we do things around here” for the top performing teams, was very different to “the way we do things around here” for the poorly performing teams – and it was the managers who were creating the “way we do things around here”.

So what are the most actively expressed attitudes, values, goals and practices in YOUR team or organization? What do you think your team say about YOU when you’re not there? What reputation do you think you have, or are you building as a team manager or organization, and is that reputation helping or hindering team performance?

The problem is, often managers find themselves managing with little or no training or experience in managing others, and either haven’t even thought of culture as an issue, or if they have, lack the confidence or knowledge which would help them create the culture they want to see in their team.

Can you turn around a culture where gossips, cliques, distrust and apathy are the norm? Can you build cultures where people are positive about change; have “can do” attitudes, rarely gossip, and talk positively about management and their own roles?

Most certainly. Some outstanding managers do this day in, day out – no matter which team they lead, or which organization they work for.

But managers need the tools, the support, and the know-how, to learn how to build positive workplace cultures. This isn’t just about coming up with a few well-chosen words about “we’re honest, open, hard-working” or whatever.

It’s about understanding how to turn those desired values, beliefs and attitudes into reality through every day behaviours. It’s about what you do, regularly & consistently to make those goals real for everyone on your team.

So take a moment to think about what behaviours and attitudes you want to create in your team, and once you’ve done, consider what you need to DO to make those behaviours and attitudes a reality.

Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

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