We hear a lot about culture these days. It seems every business management guru says the culture of the organization is the foundation for everything that happens. I tend to agree with that statement; without a solid culture, the organization can often function more like a ship without a rudder, or a child chasing the next shiny object rather than an efficient organization. Many organizations hire experts to help them build their desired culture which is great, but there is often a fatal flaw in that approach. Building a culture for an organization is not a one and done proposition. Culture requires ongoing maintenance and deliberate attention in order to ensure its continued existence.
It is important to consider the fact every organization has a culture, whether it be one that was deliberately created and maintained, or one that has developed by default. The key is to feed the desired culture and starve the undesired culture. Unfortunately that is sometimes easier said than done. Culture is a funny thing because it is extremely fluid and ever changing. A solid and positive culture can be damaged, or even destroyed, by one unhappy employee, one negative event, or even one poorly written email.
It is important to consider the impact on culture for every hire, every “all – staff” communication, and every internal initiative. Not to say the impact on culture should be the only consideration, but if your organization has invested in the deliberate creation of culture, it should have a seat at the table when making decisions.