“I never give a 5”, said the senior executive when evaluating one of his people on a 5 point scale. “No one is perfect.” All our lives, in school, athletics, or socially, we are poked, prodded, and pushed to be perfect by evaluation systems that merely show us we are not 5’s, “not good enough”. We are less than perfect, based the standards of others, so peer pressure becomes our moral compass. In the business world, it’s organizational politics and fear that shape how we behave. We have to take orders, get along, and not rock the boat in order to advance.
How do leaders and team members treat each other in your workplace today? Do they interact respectfully and civilly . . . or aggressively and selfishly . . . or somewhere in between?
When I ask leaders this question, they typically respond with “Well, I think they treat each other OK.” They are not confident in their perceptions because they don’t pay enough attention to the quality of workplace interactions.
Most Leaders Invest Greater Time and Energy on Results Than They Do on Culture
Leaders typically invest greater time and energy in their company’s products and services than they do to the quality of its culture – yet culture drives everything that happens in an organization, good or bad.
There are good reasons why leaders focus primarily on results.
Culture is not about being cool or even being a “best place to work.” It’s about being more successful. Period. So while a lot of organizations may spend time trying to find the right balance of happy hours or break-room perks to try to bolster their culture and employee engagement scores, the companies that have the truly strong cultures—that run circles around their competition—actually take a different approach. They directly connect their culture to what drives their success.
“Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management’s first job is to think through, set, and exemplify those objectives, values, and goals.” ~Peter Drucker
What happens when a group of open-minded trust, ethics and compliance experts meet for lunch to discuss the intersection of the three disciplines and their respective roles in organizations?
One of the tasks at hand was to create a visual representation of the functional interaction between compliance, ethics and trust in an organization.