In Adam Bryant’s book Quick and Nimble, he shares the following excerpt from an interview with Mike Sheehan, CEO of Hill Holliday advertising agency:
“I think that there are two kinds of cultures and then you can subdivide after that…One is based on a foundation of insecurity, fear, and chaos, and one is based on a firm platform where people come to work and they’re worried about the work. They’re not worried about things that surround the work are not important. If leadership doesn’t provide a forum for that kind of stuff, it dies quickly. People forget about it and they just focus on doing their job.”
This statement goes to the very core of what is happening in organizations. Organizations that have positive cultures focus on and celebrate “positive deviance”. These organizations hire with their values in mind and assure that those brought into the organization not only can “deal with” the values but are in alignment with these values.
On the opposite end of the spectrum, organizations with an average to subpar organizational culture suffer from shortsighted planning. They bring in people simply to based on their skills, without an eye to culture and person-organization fit. These organizations tend to give space for personal conflict, inevitably giving credence to chaos and dissension as they believe avoidance is the key to seeing problems go away.
Positive organizational cultures don’t simply happen by accident. They are the outflow of leadership and teamwork, cultivated with discipline, built through trustworthy consistency, and demonstrated by personal example. If you are uncomfortable with the leadership being exemplified in your organization look at the pattern being established by those in positions of leadership, it is likely that what they do, celebrate, or promote (implicitly as well as explicitly) is exactly what is seen within your organization.
Don’t believe me, look no further than the mess that is the NFL!