All summed in Culture

An organizational culture is the sum total of all I have discussed in my previous posts. It is the product of your people, your policies, and the way your organization does business.

Before you can define your organization’s culture, you must understand what a culture is. While there are many definitions, this is mine.

On the surface, a culture is how your company does things. As Aristotle said, “We are what we repeatedly do.” This behavioral measure of culture is important because it’s the demonstrable result of all you do. But is not the only metric.

Culture is also the sum of the underlying values and beliefs that mold your organization. Those values and beliefs have been the subject of my prior posts in this series. Rolled up, they form the underpinning of your culture.

In a Meta sense, these values and beliefs provide a “reality” that is unique to your organization. It provides a basis for purpose and action. It serves as a means of mainstream … and provides a baseline to evaluate people and decisions.

Every organizational culture is different. Competitors can copy your products, mimic your strategies, and hire your people, but they can never duplicate your culture. It is a living, breathing, changing thing that defines your organization like a fingerprint.

This my readers marks the last post of my “Managing People” series. I hope you enjoyed reading them as I’ve enjoyed writing them. Organizations always plan for business strategies and technology solutions, but seldom do they seriously considering how they manage their people.

Please share the series or posts with your friends and colleagues if you find them of benefit.

Until I write again.

Saud A.


Promotions may be the most misunderstood aspect of management.

While promotions create motivation and engagement, and demonstrate recognition of individuals, they are not just a reward for good performance. A promotion is the process of adding more responsibility to an employee’s role in the organization.

Following this logic, the best candidate for promotion is not necessarily your team’s top performer. While the criteria for promotion will differ for every job, there are some common trails to look for.

Perhaps the most important is skilled communication. While good communication is desirable in every position, it is a prized asset in a manager. The ability to handle conflict, give feedback, and manage difficult people makes a strong manager in any situation.

Not to be overlooked is a person’s ability to handle failure. While some employees look for excuses and scapegoats, other will accept responsibility and use the setback as a platform for learning and growth.

Finally, remember that promotions groom your organization’s future leadership. Choosing candidates who understand – and demonstrate – your mission and values ensure the seamless continuation of your organization’s culture.

In summary, promotions are an incubator for leadership. While competency is important, always consider the skills and talents your candidate will need in the future, as part of your leadership class.

Lead by Serving

Asked to describe the role of their supervisor, many employees will say, “He tells me what to do.”

This is a symptom of top-down management, in which employees are tightly controlled by management. People who stray from management’s rigid agenda are considered dangerous, and either removed or counseled by Human Resources.

Often, this management style leads to turf wars and toxic internal politics. Productivity can be decreased by 30%, or more.

This condition is not only costly, it’s unnecessary.  In most organizations, well-trained employees already know what to do; in fact, they usually know their jobs better than management does.

So instead of controlling employees, serve them. View your job as a service to support your employees to reach their goals.

Research has found that Managers who serve their employees provide them with a strong sense of recognition, independence, and job satisfaction, resulting in an overall higher performance of the organization they belong to.

Here are three ways you can serve your employees every day:

  • Coaching

Mentor your staff, drawing on your experience and providing personalized training when needed.

  • Bridging

Provide connections and introductions to other staff and resources who can help them get the job done.

  • Facilitation

Think of this as “running interference.” When your team encounters obstacles, break down barriers to their success.

Servant managers help employees fill gaps, smooth over problems, and break through walls. With this kind of support, employees are more successful and fulfilled.  And as a result, so are you.

A Sense of Community in the Workplace

Much of what we believe about management has its roots in the Industrial Revolution. The concept of the organization as a “well-oiled machine” with a rigid, almost military hierarchy, is leftover from a time when jobs were simple, repetitive, and mindless.

In fact, organizations of 100 years ago mimicked machines… and many still do. The manager sits at the top, pulling levers to cause specific actions. The employees become replaceable parts, fueled to do repetitive tasks with ever-greater efficiency.

Today, in the light-speed digital age, anything mindless and repetitive is already done by a machine, or soon will be. You need people to contribute critical thinking, creativity, and judgement to your business.

This is best accomplished by dropping the machine metaphor and viewing your company as a community of individuals.

While the community has a purpose of its own, it is supported by a foundation of people, each with their own unique hopes and dreams.

Creating a sense of community in your workplace is essential to satisfying two basic employee needs I described in the first article: belonging and recognition.

I’m sure you’re thinking, “This is great theory, but how do I create community in my workplace?”

First, you must discard the myth that the needs of corporation are greater than the needs of the individual.

I know, this is heresy by Industrial Revolution standards. But we all instinctively know it’s true.

Saying it out loud — and displaying it through your company’s behavior — has an almost magical effect: it allows your employees to shed their “you versus me” thinking and embrace the purpose of the company.  By recognizing them as individuals, they will know their needs are, to at least some degree, important to their employer, as well as themselves.

Finding “Purpose” at Work

Of all the methods available to increase engagement, productivity, and performance, the most powerful is meaningfulness.

Simply defined, meaningfulness is a company mission that employees can relate to as people. It’s a statement that reassures them their work is making the world a better place. For this reason, I like to think of it as a “higher purpose.”

A “higher purpose” touches on all key human needs: belonging, self-esteem, and self-actualization.

According to a survey by The Energy Project, employees who find meaning in their work are three times more likely to stay at their job, report 1.7 times greater job satisfaction, and are 1.4 times more engaged at work. It had the highest impact of any variable tested.

If your company has been through a mission statement process, review your mission and goals. If they describe market share or leadership in a business category, think higher. Virtually every business has a higher purpose.

An easy one would be a medical product manufacturer, whose purpose could be “to ease pain and promote healing.”

An accounting firm can aspire to “protect wealth and create security.”

An ad advertising agency stated its purpose as “making the world a better place by the way we conduct business and the messages we send into the world.”

This is not just new-age, spiritual silliness.  Your higher purpose is more than words for your employees; it can be a guiding principle for the way you manage your business. It’s a baseline for decision making, personnel policies, and even marketing strategies.

Once your employees see that your purpose is more than words on paper, you will begin to see an uptick in job satisfaction, a decrease in turnover, and greater employee engagement.

So what is the purpose of your work?