There’s a silent power within your organisation that’s quietly moulding the patterns of behaviour that will determine your culture. A survey probably won’t detect it, but identifying and shifting it will have a significant impact on performance. We’re not talking about values or behaviours here, but something far less universal and more specific to individual organisations. The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: our shared organisational beliefs.
Last week I attended the 2014 Telstra Business Women's Awards in Tasmania, an event celebrating the achievements of inspirational women in business.
What particularly struck me during the speeches made by the finalists, was how often they mentioned culture as an important factor in their success. Most referred to the importance of what they did - what their colleagues did - and the set of values and beliefs driving it. These are the ways in which culture can be defined.