Many of us feel at times as if we are impersonating a leader rather than working out what it means to be ourselves in a position of leadership. Instead of covering up those underdeveloped areas, great leaders learn how to be the best versions of themselves in the leadership moments that matter. Because organizational culture is made through the shared experiences of its people, empowering individual leaders to step forward more authentically becomes a catalyst for positive culture change.
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.
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.
The following opinion is an extended look into “The Force Multiplier Theory.” It’s a concept I’ll introduce below, and it’s one we routinely use in helping organizations, teams, and leaders to understand the role of culture in organizational performance and effectiveness.
The overarching idea isn’t rocket science. Seemingly, whenever we share this perspective with people they always nod their heads in agreement and say, “absolutely,” or “we really need that.” Yet, as basic as the idea might seem, we still see organizations struggle with this concept and fail to invest in it, or not to its full potential.