Know about What if leadership doesn't create a corporate culture?
Corporate Culture: I have worked as an executive and advisor to CEOs in various industries. I have noticed a pattern in both capacities. One pattern is that high-performing companies have a culture of high responsibility. Underperforming organizations often have toxic cultures and confusion. Nevertheless, effective leaders can always transform corporate culture from toxic to high-performing. If they don't, they can stay in the status quo forever. If they don't create culture, simple initiatives can become a challenge.
In a high-performing culture, leadership has likely placed high demands on everyone. In that environment, even mediocre employees understand the engagement rules; raise the bar for performance or leave the company. In those companies, the top managers are clear about culture. While they may not have all the answers to shape it, they understand the connection between sales, operations and customer satisfaction.
Firstly, sales and operations must be constantly connected. When the sales team makes promises that aren't communicated to the operations, that disconnect can lead to dissatisfied customers. To ensure that sales and operations are aligned, the executive team must reinforce the need for feedback loops. This is a way for staff and management to hold each other to account. There are feedback loops from customer to sales and from sales to operations and leadership. Next, there must be feedback from the operations to the leadership to ensure they have all the tools to do their jobs effectively. And the sales team also needs to know the challenges operations face in meeting customer demands.
This communication flow is especially important when products or services are tailor-made for individual customers. If there is a communication gap, there is a chance that operations will provide a one-size-fits-all product or service.
In organizations where leadership did not enforce a culture of high accountability, each employee operated in their own world. In other words, the staff created a corporate culture. The irony is that many of the staff said their organization had a culture of plague or cancer. In those cultures, employees are known to say, "If a new employee is hired here, it's just a matter of time before they get the plague of the rest of us. Even if they perform well, they will eventually become like the rest of us. us - cancer. "
Without guidance and guidance from leadership, employees are left to their own devices. In some cases, they notice poor performance and cut off communication with them. This can cause a broken connection in the feedback loop. Without consistent feedback loops, there is uncertainty about who does what and when. To make matters worse, leadership may not be aware of the gaps in the resources required to meet customer demands.
While staff and managers are not out to create a toxic culture, this happens in part because employees operate with their own interpretation of what a great culture is. And there is no one to hold every person or department accountable. As a result, it can turn into a culture of guilt. Additionally, when people see you getting the same for good or bad work, some start doing as little as possible.
That said, if you're part of the leadership team and haven't made a clear statement for what the corporate culture will be, expect employees to create their own version of culture. If you believe that hiring good people in the hope that they will shape the culture, then be prepared for disappointment. In most cases, your existing employees will eat them alive. They will teach the new people "how things are done around here".
Although the prevailing sentiments are that it is difficult to change culture, it is possible. One solution is to hire an executive coach for the CEO and the leadership team. If you have a board of directors, that person must also work with the board. Use the outside person to help you clarify and change the behavior of the leaders to behavior that you want the rest of the company to follow. Don't expect a silver bullet to fix everything. On the other hand, a highly dedicated leadership team that is clear about the need to create an empowering culture will have a greater chance of turning underperformance into high performance.