An oft-repeated phrase, in present corporate space – pay attention to your culture. Culture is the most important thing. Yet when asking the apex management – what exactly is culture and how can it affect mine, the response is vague, confused, unsubstantiated and they are groping for words in the woods.
Is culture dogs at work and yoga in the break room? No, those are perks.
Is it your corporate values? No, those are aspirations.
Is it the personality and priorities of the CEO that helps shape the culture, yet it is far from the thing itself?
Most CEO's desire that their company's culture would be just be a reflection of their values- leading by example. Yet, astonishingly, this method did not scale as the company grew and diversified. Their culture became a hodge podge of different cultures fostered under different mangers, and interestingly, most of these cultures were unintentional.
Let's pause and ask ourselves – How many of the following questions can be resolved by tuning your corporate goals/mission statement:
Is that phone call so important that I need to return it today or can it wait till tomorrow morning?
Can I ask a raise before the annual appraisal?
Is the quality of this document good enough or should I keep working on it?
Do I have to be on time for that meeting?
Should I stay at a five star or can I check in a business hotel?
When I negotiate this contract, what's more important- price or relationship?
Should I point out what my peers do wrong, or what they do right?
Should I go home at 5 pm or 11 pm?
How hard do I need to study the competition?
Should we discuss the colour of this new product for 5 minutes or 30 minutes?
If I know something is badly broken in the company, should I say something? Whom should I tell?
Is winning more important than ethics?
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Denne historien er fra March 2020-utgaven av SME World.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
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