The Power of Culture
The highest leverage point to improve business performance is culture. It undergirds an organization, enabling the execution of its strategy, the achievement of its goals, and the fulfillment of its mission.
Culture is best described as the set of expectations people hold about "the way we do things around here". It is the unwritten code of what it takes for “one” to become “one of us”. It develops from the verbal and non-verbal messages that members receive about what is valued and how they are expected to behave. These messages come most vividly from leadership behaviors and decisions: they exemplify what people with power—and those who aspire to have it—are supposed to do.
An unconscious culture traps people into destructive patterns of thought, feelings and behavior. A conscious culture empowers people transforming these destructive patterns into constructive attitudes and skills.
Unconscious Culture Conscious Culture
Unconditional Blame Unconditional Responsibility
People see themselves as victims of circumstances out of their control. Focus is on what others should have done.
People see themselves as actors who choose how to respond to circumstances. Focus is on what I can do.
Ethical Shortsightedness Essential Integrity
People seek immediate gratification without considering the ethical alignment of their actions. They subordinate values to material success.
People express essential values such as responsibility, honesty and respect. They seek success only through value-based strategies.
Ontological Arrogance Ontological Humility
People believe that their opinions are the truth. They claim to know how things are, how they ought to be and what needs to be done.
People believe that their opinions are one of many possible perspectives. They are curious, inquisitive and seek to understand others´ positions.
Manipulative Communication Authentic Communication
People withhold relevant information for personal gain. They use advocacy to dominate others and they never inquire.
People maximize the flow of relevant information. They use advocacy to help others understand their reasoning and inquiry to learn about other’s reasoning.
Destructive Negotiation Constructive Negotiation
People believe negotiation is a zero-sum game: one party wins what the other loses. They compete to prove they are right (and the other is wrong).
People believe negotiation can yield mutual gains: both parties can get what they truly want. They go beyond positions to consider underlying interests.
Negligent Coordination Impeccable Coordination
People make promises without a serious commitment to honor them. They break promises without concern for the consequences to others.
People make clear requests and grounded promises. They fulfill their commitments or re-negotiate when they are at risk.
Emotional Incompetence Emotional Mastery
People suppress emotions or lash out with disastrous consequences for themselves and others. They revert to automatic patterns of flight or fight.
People maintain their equanimity even in the midst of challenging circumstances. They explore their emotions without being hijacked by them.