If one of your objectives for the year ahead is delivering great culture to your business you will have many questions about how to successfully create and embed into your business. One of the key questions for consideration will be “Who will ultimately be responsible?”
The simple answer is that everyone is responsible for it. However, in reality whilst everyone does have a part to play in building and maintaining a strong culture, unless there is a guiding hand then the chances are that the culture will be less than ideal. And that guiding hand, that direction, has to come from the leadership team.
If it’s not on the top team’s agenda, it just won’t happen
Putting aside the external relationships which can affect the culture; within the organisation itself the attitude and expectations of leaders can have a profound effect on the direction of the culture. In our book, Building a Culture of Innovation, we comment on the fact that if it’s not on the top team’s agenda, it’s not going to be in the culture.
That remark doesn’t simply apply to cultures of innovation. Quite frankly, the leadership team can draw up all of the policy statements, strategies and values that they like but unless they are prepared to ‘walk the walk’ then all they have done is waste their time on rhetoric.
- You can’t promote collaboration unless you are prepared to work with others and listen.
- You can’t promote innovation if at the same time you censure people for trying new things.
- You can’t promote customer service if you target volume of calls rather than satisfied customers.
Quite simply, leading by example has never been more important than when you are trying to build and maintain a strong culture. But that is one side of the story. Example can only go so far and if you haven’t created the conditions which will enable your people to engage with the culture then you have failed in your mission.
Building engagement through the cultural journey
The first stage in building engagement is to recognise that you need to take your people on the cultural journey which you yourself have been on. You may put a lot of hard work into devising the strategy and working out how that will translate into values, beliefs and behaviours but if you simply stand up and announce that tomorrow things are going to be different, your people are understandably going to be more than a little resistant.
So you have to take them on the journey, working to engage them in the change and to understand at a deep level not only what change will bring but the positive outcomes which will arise as the result of change. One way to do this is through the 4Es methodology.
Once you take people on the initial change journey you can start to devolve responsibility to them, deploying a self managed engagement programme. This will turn engagement into a self managed motivational journey, making your people the guardians of the culture. But make no mistake, no matter how engaged your employees, no matter how proactive they are in driving innovation and customer excellence, leaderships are still responsible for ensuring that the culture not only stays on track but also future culture fit.
To learn more about the 4Es methodology, creating and embedding great culture and leadership team responsibilities.
Get the book: Building a Culture of Innovation here
Get in touch: Culture Consultancy here