Focusing on a “critical few” behaviors is one of the fundamental tenets of working effectively with organizational culture. These are patterns of acting that are actionable, highly visible, and measurable. Most important, adopting these behaviors has a meaningful impact on an organization’s strategic and operational objectives. The behaviors are critical because they will have a significant impact on business performance when exhibited by large numbers of people; they are few because people can really only remember and change three to five key behaviors at one time.
Many factors contribute to unwanted turnover: A poor relationship between supervisor and employee; a toxic work culture; dissatisfaction with the job; and employee-peer drama.
All of these issues have one thing in common: Connection. Connection creates trustworthiness, loyalty, and a sense of ownership. Connection is a key building block to a great culture. Relationships crumble and relationships erode when there is a lack of connection.
In initial conversations with company executives, 92 times out of 100, they’ll call us and say something like, “We’ve heard you’re culture change experts and we need to change our culture. We’re thinking we want it to be more fun like that Tony what-his-name guy’s company—umm, Zappos. Can you do a “we ‘heart’ employees” (I say tongue-in-cheek) campaign or something to help us with that?”
It’s time to turn the culture world upside down and explode many incorrect notions that are preventing meaningful culture change for organizations and society. We’ve reached a critical point where most leaders are aware culture is important, but they range from being confused to intentionally uninformed about what culture change is all about. This culture awareness-education gap appears to be growing, with a proliferation of over-simplified or incorrect education, unreliable surveys and analytics, so-called experts at every turn, and leaders seduced by the latest trend or silver bullet.