Who Defines the Workplace Culture? – by Arnie Wohlgemut
Many articles have been written about workplace cultures and, just as many have been written defining the various types of cultures.
In my experience, work environments are influenced far more by prevailing norms and behaviours than pleasant value statements. A statement hung on the wall of your office, or in the lobby have no power. It is the behaviour and values of the leader that is demonstrated through action, that set the tone of the work environment. That, in my experience, is the key! They need to have embraced their values, and courageously live by them in their daily responses and actions.
For example, to say you value family but don’t value your own family time, or that of your team members, can create an authenticity disconnect.
However, there are many other influential team members in a typical workplace that can also affect culture. To effectively change or build a healthy work environment, these team members need to be included in the overall efforts.
Here are some examples of positive behaviours that can influence workplace cultures and attitudes. These should become the norm, not the exception:
• Build healthy work Relationships. These need to be genuine and without an ulterior motive. If you are in a position of authority, your only motive should be to inspire and empower the team for success. Your primary task is to remove barriers, not create them. Manipulation, fear and coercion have no place in the work environment.
“The best managers absorb fear… I’m not talking about soothing people by blowing smoke or giving false assurances… They need to hear and to believe that you have a plan and that, working together, they can help execute it.”
GE CEO Jeff Immelt
• Focus on your people. Without people, we have no influence and can achieve little. A seemingly minor infraction, like checking email while a colleague is speaking, can do serious damage. Make it a habit to set aside distractions and engage whole heartedly in the person in front of you.
• Directly addressing issues. Those that have influence because of seniority, education or natural charisma, they can affect the culture quicker than authority alone ever will. As soon as incongruent behaviour is detected, address it directly. If something doesn’t feel right at the office, the best approach is to face the issue head on, says BPN CEO Lori Gaffney.
• Listen, watch and be willing to learn. Often we find ourselves listening long enough to formulate a response. This is particularly true when we are experiencing conflict. Avoiding conflict altogether means avoiding a chance to sort out differences, advises Bridgewater Associates’ Ray Dalio. We almost always have a chance to redefine how we relate to coworkers, for the better, if we would simply listen, watch and learn from each other.
“We can all judge how well we’re doing as communicators by asking ourselves: ‘Am I listening? Or am I waiting to speak?’”
Procter & Gamble Chairman David Taylor
• Mind your message. Even leaders need to vent. However, when and where are important considerations. Venting to those who we influence is a habit we all should avoid. Find a person that won’t infect the work environment and the time that work for you. Your coach or mentor would be a great place to vent.
“It starts at the top. If your boss talks bad about clients or staff, it will just trickle down into the entire office culture. It’s not easy to keep a positive workplace. It takes being purposeful about how you talk to and about others.”
Trey Ditto
Leadership, defined as a person or persons with influence, are the ones who impact workplace cultures. They can either have an affirming, empathetic and empowering influence or they can be a toxic and commitment draining influence. It is yours to choose!
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