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.
Diversity has direct and surprising positive effects on your business. Not only can it yield a range of beneficial impacts but it can also help limit some of the more extreme tendencies your teams may face. It is a proposition I recently put forward in an article for Acquisition International and one that I’d like to reflect on here.
Most leaders can describe the values of their organisation, but fewer are successful at ‘walking that talk’.
In fact, as communication increases about an organisation’s values, there’s a greater risk that employees and customers will become cynical.
I often get asked the following question by clients: “Should we focus on values or on behaviours when trying to change culture?”