Name an organization with a strong, positive corporate reputation and it is likely that organization is very clear about exactly which soft skill behaviors are high priority. Their emphasis on key soft skill behaviors makes everybody in the organization much better—even the youngest, least experienced employees. Think of the United States Marine Corps, not necessarily the first organization that comes to mind when considering soft skills. But they famously imbue soft skill behaviors such as teamwork, problem solving, and critical thinking throughout their ranks.
On the other end of the spectrum, there is a lunch concession in New York City near Wall Street where everything is made to order, but with lightning speed. Customers learn to be prepared to order without delay, and the person behind the counter promptly hands each customer a sandwich, wrapped and marked, as the endless line moves swiftly and steadily toward the cashier. Their culture is all about pace and consistency. Customers know exactly what to expect: A large sandwich, 100% to their customization, at a very fast pace.
Most organizations with powerful cultures develop their own salient language and symbols both internally and externally. Of course, the best organizations align their employer branding with their branding in the consumer marketplace. Branding with compelling messages is an important part of creating the shared meaning in an organization that helps define the culture. But it takes a whole lot more than slogans and logos to drive a powerful culture.
Most organizations are all talk and no action
Some organizations are all talk and no action when it comes to culture. They have great slogans, but they do not drive and support and reward key behaviors among employees that are in alignment with the messages. When employees have regular run-ins with customers because management has very strict policies against merchandise exchanges and returns, then it really doesn’t matter how many placards there are in the store that say, “The customer is always right!” The slogans start to sound pretty empty.
In some cases, leadership gets very serious about changing their corporate culture—all at once and all of a sudden. It’s as if these leaders realize what they’ve been missing and decide they want culture change overnight, by decree: “From now on, our culture will be ___________!” Fill in the blank: “Honesty!” or “Teamwork!” or “Innovation!” But leaders can’t force culture change overnight. Behavior change simply takes time.
There are also plenty of organizations that pay no attention to corporate culture whatsoever. But just because leaders have never paid any attention to culture, doesn’t mean the organization does not have a corporate culture. Every organization has a corporate culture: It is the combined web of prevailing shared beliefs, meaning, language, practices and traditions that have developed over time, between and among the people in the organization.
Is your culture by default or design?
Is your culture by default or design?
How would you describe the culture of your organization? What about your team? Are they aligned?
Whether you are the CEO or a manager with a small team, what you can control is your sphere of influence—whatever part of the organization is your responsibility.
If your organization has a strong positive culture by design, then you need to be in alignment. What are the high priority behaviors? What are you doing in your sphere to drive and support and reward those behaviors in everything you do as a leader?
If your organization has a less than strong positive culture—or a culture by default—then it’s all up to you. You need to create your own culture within your own sphere. You don’t need to start a revolution. You can certainly be a change leader. Your results will speak for themselves: Your team will stand out, not just in its business outcomes, but in cohesiveness, morale, and employee retention.
What are the high priority behaviors that are most important in your sphere? Crucial to success? Or jet fuel for competitive differentiation? Make them the foundation of your culture. Focus on them relentlessly and systematically drive those behaviors throughout your sphere in all your human capital management practices. Start doing everything within your power to drive, support, and reward those high priority behaviors in every employee within your sphere.