In last month’s edition of this magazine, Pat interviewed Ivan Misner founder of Business Network International (BNI). There were tremendous nuggets in the interview, and I highly recommend listening to it. One of the comments that he made that is near and dear to my heart is “culture eats strategy for breakfast”.
We have all heard that quote but what does it really mean? It means that your culture is so important that it can make or break you. That holds true for the entire organization but also if you have a small team that you lead.
Strategy is important, very important but it takes people to implement that strategy. You can have the right systems and processes in place, but it will not matter if your culture is not good and people that run those systems and processes are not engaged, unhappy, or perhaps even looking for their next job or gig.
I have spent the better part of my career thinking about organizations’ cultures. I have had the privilege of assisting many organizations with building aspects of their culture. I have chosen to walk away from a couple when the characteristics of the culture did not align with my personal values. I have mourned the loss of some fabulous cultures when they changed.
What is culture? Let’s start with a relevant definition of culture according to Webster: the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.
Many times, people talk about building cultures in organizations. The reality is that no matter how small or large an organization, a culture already exists. The question becomes: What culture exists and is it different than the desired one you want to “build”?
Building a culture where an organization is aligned around certain sets of shared beliefs, attitudes, goals, and practices is not easy and doesn’t happen overnight. It takes time.
Let’s focus on values or as Michael Michalowicz calls them immutable laws. Many organizations say they have them. They are on their websites, walls, etc. An organization’s values CAN be one of the foundational elements in building an aligned culture. Values that exist only on paper and walls and not in the practices and behaviors of individuals, especially leaders, can be more damaging. More damaging, in fact, if the witnessed behavior is counter to the values proclaimed by the organization.
Building the desired culture and values starts with top leadership, both internal and external. This includes the board and/or investors that hold influence. The beliefs and behaviors of leadership will drive the culture of the entire organization. Defining the values for the organization requires some tough conversations. Conversations where differences in opinions, personalities, worldviews, and cultures come into play.
There are questions that help truly define the values of an organization in a way that translates into behavior at all levels. One of those questions is: If a good performer were behaving in a way that is not according to the way we have defined the value, such as integrity, would we discipline and even fire them?
When I facilitate executives or boards that are developing their values it is very rewarding when they define them down to the level of behaviors and decisions and then start to look at how their processes and systems will align with them. At the point where the values are embedded in the tapestry of the organization at all levels and decisions are made based on them, then culture will eat strategy for breakfast, lunch and dinner.
If you are looking for help refining or developing your values or aligning processes and procedures with them reach out for a conversation at janet@berkshiregroupinc.com
