How to Stay in Tune with Your Work Culture
S. Chris Edmonds is the founder and CEO of the Purposeful Culture Group, which he launched after a 15-year career leading and managing teams. He’s a speaker, author, and executive consultant who helps senior leaders build and sustain purposeful, positive, productive work cultures. He also served as a senior consultant with the Ken Blanchard Companies for 24 years. He is the author or co-author of seven books, including Amazon best sellers The Culture Engine and Leading At A Higher Level with Ken Blanchard.
Some aspects of your work culture are going to be obvious – if an observer sat in a hallway for a day, would they overhear people yelling and screaming at each other, losing their temper constantly? Would they catch people thanking each other, encouraging and praising each other’s good work? These things would make a statement about your work culture – but more subtle actions and words also shape a culture. How “in tune” are you with your organization’s work culture? How confident are you that everyone treats each other – and customers – with trust and respect in every interaction? Does how people treat each other in your organization tend to show you have developed great practices, or does it indicate there are deep problems?
Often, we see reports in the news about toxic culture in major organizations that are unfortunate to hear – but not surprising. Those who have worked in such environments describe a culture of fear and intimidation, of extreme verbal abuse, of belittling, embarrassing, bullying, and humiliating interactions regularly.
The problem is that such treatment – fear, intimidation, verbal abuse, belittling, and humiliation – are all too common in our workplaces today. The Workplace Bullying Institute’s 2021 survey found that 66% of Americans are aware of abusive conduct in the workplace – and 65% of bullies are bosses.
For many leaders around the globe, fear is their primary methodology for getting things done through others.
Characteristics of great bosses:
- Do not assume anything
- Pay attention to the culture details
- Spend time daily – an hour or more – observing how people treat each other:
- While working
- While meeting
- While problem-solving
- Check-in with players at all levels regularly to gain a broad perspective of how relationships are valued – or are not valued.
Doing a formal values survey every six months provides senior leaders with valuable data. And – leaders must nurture informal channels – safe and secure channels – to keep their fingers on the pulse of cultural health.
Great bosses are marked by other actions, as well, which may include:
- Visiting remote offices and field operations
- Hanging out where they can casually engage with team members
- Initiating coffee meetups where they can connect with people at all levels of the organization
Most importantly, great bosses nurture truth-tellers, players from across the organization that will boldly tell leaders what’s going well and what’s not. And great bosses listen. They do not defend or discount. They learn, follow up, and fix issues as soon as possible. Because culture matters.
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