Category: culture

Culture is alive

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Culture is not a statement.

It’s not a nice quote on the wall, a deck, or the list of principles on your website. It is not something you can decide in a meeting. It is not something you can survey. It is not something you can benchmark.

Culture lives in what you do. In the habits of the day to day, in what your leadership says, in the things that get rewarded. It’s in all the meetings, in the 1-1s, in the informal chats by the coffee machine. It’s in what you communicate, what you focus your attention on every time you stand in front of the camera and broadcast to the whole company. It’s in the details. It is there when nobody is watching.

Reach out

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When you are down, reach out.

Even if you don’t feel like it.

Even if you have nothing to say.

Even if you don’t know.

Even if your instict tells you not to risk it.

Even if you are sure nobody would understand.

Even when it’s pouring.

Even when you have been rejected before.

Even if they don’t care.

Connection might well be the single thing that will keep us afloat. Seek it and cultivate it. Even when you don’t feel like it.

What else?

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There is no company in the world that does not want to increase their revenue.

So, if that is the main message you are giving your people, both internally and externally, be aware that your company is no different from any other company in the world.

What else do you stand for?

Systems

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An extraordinary performer will add little to a toxic environment – an environment that puts results above people, that promotes performance at all costs, that prioritizes external over internal input, that assumes lower ranked people are less important than those higher up.

So before you get to hiring (and firing, and hiring again, and firing again), make sure your internal system is working as you intend it to work. Make sure you have rewards that promote the behaviour you wish to promote. Make sure you have rules in place, or even better norms, that will guide people to speak up, to share ideas, to flag issues, and give them the freedom to follow up.

Shaping systems is a long-term effort that requires high levels of awareness, and not many organisations want to committ to that.

It’s a mistake.

The different shapes of success

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Success comes in different shapes.

Sometimes it is up and to the right. This kind is easy to recognize. It is success that comes from accumulation. More of this, more of that. We just need to be mindful that what we are accumulating is what is best for ourselves, for our dear ones, for our group.

Sometimes it is down and to to the right. This kind is not as intuitive as the first one. It is success that comes from reduction. Less of this, less of that. What makes this particularly challenging is that cutting what is not best (for ourselves, for our dear ones, for our group) gets more difficult over a long period of time.

Sometimes it is right in the middle. Most people feel uncomfortable with this kind. It is success that comes from consistency. One of this today, one of this tomorrow, one of this the day after tomorrow. It turns out, in the long run it is still accumulation (or reduction). Just not as evident, arguably more impactful.

We need to be able to appreciate and celebrate the different shapes of success.

If we don’t, we are stuck in a narrative that is not our own.