Company culture has long been heralded as the cornerstone of organisational success. It’s the invisible hand that shapes employee behaviour, fosters engagement, and ultimately drives performance. Traditionally, the prevailing wisdom has been that culture is set from the top—driven by senior management, reinforced by corporate strategy, and maintained through hierarchical control. But is this really the case? Does culture only thrive when actively championed by senior management, or is this an outdated understanding?
In the past, when management styles were predominantly authoritarian, employees often felt fortunate just to have a job. Leadership wielded immense power, and the flow of information was tightly controlled. Under such conditions, it was reasonable to think that company culture had to be dictated from the top. After all, leaders were the gatekeepers of what was acceptable, and dissent was rarely tolerated. But has this approach kept pace with today’s evolving workplace? In a world where talent is precious, information is freely available, and employees expect to have a voice, how can we rethink the way culture is shaped and sustained?
The Bad Apple Effect: Culture is Not Hierarchical
To understand why culture is not strictly hierarchical, consider this: How often have you seen a single negative influence—whether an employee, a team, or a subculture within the company—undermine the whole organisation’s culture? This age-old analogy of a single bad apple spoiling the barrel highlights a critical truth: culture is pervasive and infectious, spreading through all levels of an organisation, regardless of where it originates. But if culture is everywhere, who truly owns it? Is it time to move beyond the idea that culture is exclusively the domain of senior management?
This concept challenges us to consider whether culture is lived and experienced at every level of the organisation. It is shaped by daily interactions, the behaviours that are rewarded or punished, and the values upheld—or neglected—by everyone, not just those in leadership positions.
The Modern Workplace: A Shift in Dynamics
In today’s workplace, where talent is highly sought after, and employee expectations have evolved, how can companies create a culture that is both resilient and inclusive? Are we truly recognising that culture can no longer be imposed from above? With the democratisation of information and the rise of social media, employees are more empowered than ever to share their experiences and hold employers accountable. How does this impact your organisation’s approach to culture?
Employees today have access to vast amounts of information, know their worth, understand their rights, and can choose where they want to work. They are not just passive recipients of culture; they are active participants in creating and shaping it. Does your company culture reflect this shift? Are you embracing a new approach that fosters inclusivity, transparency, and shared ownership?
Embracing Culture: Defining, Communicating, and Living It
The key to fostering a strong and positive company culture in this new era lies in a few fundamental principles: defining the culture, ensuring consistency in language, and maintaining clarity in expectations and standards. But how do you put these principles into practice?
- Defining Culture: Have you clearly defined what your company culture is and communicated it effectively throughout the organisation? What behaviours are expected, what actions are rewarded, and what is unacceptable? Are you articulating these values in a way that everyone understands and can contribute to?
- Consistency of Language: Is the language used to describe and discuss culture consistent across all levels of the organisation? How do you ensure that everyone is on the same page? Are there areas where inconsistent messaging might be causing confusion or creating a fragmented culture?
- Clarity of Expectations and Standards: Do your employees know what is expected of them regarding behaviour, performance, and engagement with the company’s culture? How are these expectations communicated? Are they clear enough to create a cohesive environment?
- Management and Treatment: Are your management practices aligned with your organisation’s cultural values? Do your managers exemplify the values of innovation, respect, and inclusivity in their interactions with all employees? How might you improve this alignment?
Conclusion
In the modern workplace, culture is no longer a top-down directive. It is a dynamic, evolving force that requires active participation from everyone within the organisation. While senior management’s support is essential, is it the sole determinant of a thriving culture? Companies must recognise that culture permeates all levels and that every employee has a role in shaping it. By defining culture clearly, maintaining consistency in communication, setting clear expectations, and aligning management practices with cultural values, organisations can create a positive, inclusive, and resilient culture that drives success in today’s competitive landscape.
Often, businesses are clear about the “what”—the processes or technical skills required to perform roles. But are you equally clear on the “how”—the human aspect, the way we do things around here? This is where C-Coach comes in. Are you ready to provide clarity around essential soft skills and behaviours like leadership, communication, trust, emotional intelligence, and teamwork?
C-Coach provides the framework for a consistent understanding of expectations, support, and delivery across entire organisations, creating responsibility and empowerment for individuals to take proactive action to grow and meet role-level expectations. At the same time, it provides managers with the insights and means to truly know their people, no matter where they work.
Is it time to redefine how culture is created and sustained in your organisation?
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