Organizational culture, when it’s mindfully managed, is a key to competitive advantage.
Then why do so many cultures seem to be a mess?
The brief is: “Because they are poorly managed. “
The more accurate answer is: “Because you get what you tolerate. ” In short, if you tolerate a bad habit, just have more of it. And if that bad habit is of the poisonous kind, get a poisonous harvest.
Colin D. Ellis certainly understands this. He’s a seasoned UK-based consultant who specializes in all things culture. His new book is Detox Your Culture: Deliver Results, Retain Staff, and Strengthen Your Organization’s Reputation.
As Ellis points out, you can consider your culture to be toxic if you witness or are subject to one or more of the following:
The list goes on.
And Ellis provides plenty of research-based evidence to support the result. For example, worker turnover caused by a poisonous culture costs American employers about $50 billion each year. Culture is 12. 4 times more likely than reimbursement pending the worker’s departure. The creators of a poisonous culture are known serial criminals who go unnoticed for their bad behavior.
What are the early warning signs that a previously user-friendly culture is becoming toxic?
“Toxic cultures occur when leaders permit poor performance and poor behavior to become normalized over a period of time,” Ellis says. Early warning signs include “frequent losses of temper, passive aggressive communication, micro-management, unrealistic expectations or targets. Employees will likely feel greater stress and anxiety and may feel a loss of confidence and experience a decline in their mental and physical health.”
Toxic cultures seem to be fairly common these days. So why do people tolerate them?
“The recommendation is usually, ‘If the crop is toxic, then leave,'” Ellis says. “But it’s not so undeniable for most people. They have mortgages, expenses to pay, children or loved ones to care for, or have been with the organization for a long time. Quitting smoking is simply not an option. They still have no choice to tolerate them. In those situations, I recommend other people to let their manager know (if it’s safe), or else report it to their HR branch in the hope that they can address your concerns.
“In terms of human behaviors, how can leaders clearly communicate what their organizations stand for—and will not stand for?
Ellis says that in his experience, organizations are sometimes smart about describing what is appropriate and what is not. “Yet, they are incredibly incapable of forcing people, especially executives, to adopt those habits. When a bad habit is observed, the organization will have to address it immediately. Not only to the existing problem, but also to send the message to everyone that this habit will not be tolerated by everyone.
Ellis writes about what he calls “speaking out” cultures and explains what that culture looks like in terms of observable behaviors.
“When employees are able to share their ideas, concerns, and feedback openly, it can lead to a more positive and productive culture,” he says. “This in turn not only enhances the employee experience, but also the experience of stakeholders or customers working with them. The behaviors that contribute to this include empathy, active listening, courage, and resilience.”
How can future workers with a bit of luck assess the cultures of the organizations they need to join?
Ellis notes that websites like Glassdoor. com now allow prospective painters to assess a company’s culture before applying. “Gen Z painters in particular are looking to find companies that practice the values they stand for,” he says. “LinkedIn also serves to connect with other people who work in the company to know what their daily experience is like. “
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When two companies are considering a merger, what process does Ellis recommend for ensuring that the values and cultures will blend comfortably?
“It’s incredibly vital that there is a mix of cultures, otherwise a continuous department can occur, where workers are looking to stay within the culture they are familiar with,” he says. “It is necessary to update values and create a new ‘identity’. Only then will managers be able to ensure that the “old” tactics of running to a new “merged” way of doing things are abandoned.
For a while, many organizations jumped on the DEI (Diversity, Equity, Inclusion) bandwagon. Then other people began to see DEI as unproductive, unfair, or (ironically) just some other form of racism. How can an organization fulfill its commitment to a friendly culture without adopting each and every cultural fad that emerges?
“It’s important that every organization undertakes initiatives to address misrepresentation or inequity in their ways of working,” Ellis says. “However, they have to be really careful not to generate new divisions in the way they educate people. Far too often, these initiatives are undertaken to tick a box, rather than to educate and bring about behavior change.”
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