You need emotion, and relationships – You need to be clear on how it “feels to work around here”, “how we always treat each other”, and “what’s always expected from leaders”. This has to be the overwhelming component of your culture. Your psychological safety. Your care for each other. The way you work. What matters most. The heart of everything.
You need a layer of frameworks, boundaries, and consequences, but only to hold the emotions and expectations in check, not to overwhelm them.
Finally, if you like, to attract people who will thrive in your culture, you can add a little PR, but only a slither. It’s not a ‘layer’. It’s just icing.
What goes wrong in culture?
No foundation. No real purpose. No clarity on why the business exists and for whom.
Too many layers of “what you stand for”. A little bit of customer-centricity, a little bit of Lean-Six Sigma, a little bit of diversity, a little bit of productivity, a little bit of cost-saving, and a little of whatever other initiative-du-jour is going around. People think they know what your culture is all about, what the priorities are, but they get a shemozzle of everything, with each initiative led by someone different, and each playing into their performance and rewards, until each initiative is whittled down to such a small component, that nothing matters. Six different employees describe your culture six different ways.
The next layer of boundaries and consequences, is so huge, that it becomes the only thing that anyone can talk about. So many policies, and rules, and processes, that there is no time to talk about relationships, or leadership, or inspiration, or any of the other emotions that connect us all so deeply. The taste of the rules outweighs everything else.
And then we PR the whole thing so absurdly, that its unrecognizable – like covering a vanilla slice in meringue. Anyone of working age, and beyond their first job, knows that culture and organisations are never perfect, but they can still be good. Really good. They don’t need the crazy over-commitments to perfection. Instead they seek honesty. Clarity. So they can choose a culture that works for them. That shares their priorities. That appreciates their particular way of coming at the world. That makes expectations clear.
A delicious wrap-up
And that’s Culture.
A good foundation – strong clear Purpose.
A big full layer of relationships and leadership that align perfectly and simply. From top to bottom. Never competing.
Clarity on boundaries, and consequences.
And a little (tiny) piece of PR so people (honestly) know what to expect.
Maybe it’s the holiday speaking, or maybe the humble Vanilla Slice is, in fact, a perfect metaphor for organisational culture.
Next week, I’m going to look at Scones as a Metaphor for Talent Management. Trust me, it makes perfect sense as well ?