![]() Accountability becomes easier to measure and success easier to attain. When expected behaviors are clear, we can focus our time on practicing those behaviors rather than spending our time on trying to identify them. ![]() And then we wonder why we have an attrition problem. Before we realize it, the organization becomes known for late meetings, face-time, or reactive and apathetic leadership. Does a manager value face-time more than outcomes? Is a leader always ten minutes late to a meeting? How often does starting a meeting five minutes late roll into people showing up unprepared? These are the real-world behaviors of culture and values. ![]() another?Ĭlarifying expected behaviors for employees holds leaders accountable as well. For example, if I saw someone exemplifying the value of “teamwork,” what would she be doing? What would she not be doing? One organization might identify teamwork behavior as “collaborates effectively through helping others.” Another might interpret a teamwork behavior as “collaborates effectively through encouraging productive disagreements.” Both can be done, but which behavior is expected and encouraged at one company vs. Spend the time identifying the behaviors and skills that express each of your organizational values. Given your organizational values, which behaviors consistently get rewarded? Which behaviors lead to promotion? Every employee I have managed would give up their so-called perks for one thing: clear expectations. If leaders are not exhibiting the behaviors that reflect the values, the values are meaningless.Įmployees also need clarity, but of a different kind. But the real test is how leaders behave how they enact these values, or don’t. BehaviorsĪ common culture-building practice is the creation of value statements. How, then, do we repair a flagging culture? A place to start is by reviewing the behaviors, systems, and practices in place in your company. Likewise, inspirational leadership, the repetition of value statements, and letting people be themselves are important, but they are by-products of a healthy culture, not the drivers of one. Gaps like these are never solved by turning culture over to a Chief Culture Officer or pulling together culture committees. ![]() Maybe your company tells people to be consensus-builders, but promotes people who are solely authoritative decision makers (behavior-practices gap). You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). A company might espouse “work-life balance” but not offer paid parental leave or expect people to stay late consistently every night (a behaviors-system gap). When gaps start to appear, that’s when you start to see problems - and see great employees leave. A great culture is what you get when all three of these are aligned, and line up with the organization’s espoused values. I’ve been working in HR for over twenty years, and the best companies I’ve worked with have recognized that there are three elements to a culture: behaviors, systems, and practices, all guided by an overarching set of values. The promise of being part of a hip, equity-incentivized, fast growing team? Closer, but still no.Ĭulture is often referred to as “the way things are done around here.” But to be useful, we need to get more specific than that. Yoga, CrossFit classes, and massage chairs? I so need that, but no. Ping-Pong tables, free meals, and beer on tap? No. “We have a great culture.” We have all heard it.
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