It is time for leaders to be honest with themselves and one another about the real problems that keep companies from achieving their goals.
They don’t miss their goals because Sally in Accounting is a poor performer or because key employees inexplicably and coincidentally decided that each of them had a pressing personal reason to change jobs.
Your company isn’t meeting its goals!
How could the company possibly meet its goals when there’s a huge, tangled, smelly and unaddressed energy blockage making it impossible for anyone to do their work, much less care about their work?
When your culture goes south, your employees will quit, and they won’t tell you the truth about why they’re leaving.
It is easy for leaders to delude themselves that everything in an organization is doing well when termites are eating through the walls, out of sight.
It is easy for leaders to talk about problems with production and customer service. It is easy to say that your competitors are out-marketing you or that your project delays are unavoidable.
But those explanations leave out the most important factor.
None of those moves will touch what’s actually broken. No rewards programs and no punishments will fix the cultural problem.
Nothing will fix it until your culture problem comes out of the closet!
So here are six questions to ask yourself to see if your company has a culture problem.
Six Questions To See If Your Company Has a Culture Problem
- What is happening that isn’t what it seems?
- Are the actions and decisions of others making you feel uneasy?
- What is happening within your organization that would embarrass you if your customers and stakeholders knew about it?
- Is there an ‘elephant in the room’ that the leadership team refuses to acknowledge?
- How sincere are your people with you?
- How completely aligned is everyone on the leadership team with the organization’s goals?
You can only solve a culture problem if you can step out of the traditional frame where managers give the orders and employees carry them out.
Only when you can get to the heart of what’s broken in your culture and can you fix it.
You don’t need a Change Management process or some overblown organizational restructuring effort. All of that is just window dressing.
The solution to a culture problem is much faster, easier and cost-effective than a broad-scale corporate initiative, but it also takes more guts.
It takes leaders who are willing to say, “We’ve allowed the culture in this place to disintegrate to an unacceptable degree. This is what we have to talk about — and we have to talk about it all the time until we fix it!”
When your employees know that their work is valued and that they are also valued for who they are and not just their output, your culture problems will begin to recede.
When your teammates know they can tell the truth about what isn’t working in your organization and fear no consequences, they’ll tell you the truth.
It’s easy to build trust in an organization if you can only tell the truth to yourself and your teammates.
Can your organization rise to the challenge, or does it needs help?