THE DIRTY SECRET ABOUT CORPORATE CULTURE   Sean Glaze – May 7, 2019

Whether as a coach or as a winning teammate – there are two ways to change the culture in your company.  So, first of all… what really is “corporate culture?”  It is clearly a buzzword … and in athletic and corporate we know it is important… but what is it really?  Corporate culture – regardless of how over-complicated some people may want to make it – is simple to understand. Culture is the behaviors that are allowed and repeated in your organization.  But the dirty secret about culture is that you don’t build it.  Culture isn’t a pile of bricks—it is the behaviors of a group of people.

Culture is behaviors, and behaviors are the result of beliefs, and beliefs are influenced by awareness, and awareness is driven by experience.  Behaviors are the stuff that become your culture.  You don’t build culture. You can only influence it.

What you do and what you say–

1. What you do – the example you set. According to Albert Schweitzer, “The three most important ways to lead people are: … by example … by example … by example.”

What you do has immeasurable ripples of impact – and people are always watching. When you do something, you give unspoken permission and encouragement for others to emulate that behavior. Are you being positive if you ask your team to do that in adversity?  Do you pick up trash off the floor and thank people for what they do to help your organization?  People don’t hear what you say – they copy what you do.

Expectations are important – you need to be clear about what you want your team to do and how you want it done. But if you do not measure or inspect those expectations and consequences (rewards or corrections), then your team will not respond to your future demands the way you might prefer.

Be intentional about praising the positives when people meet and exceed expectations and give tremendous effort – but also be sure to have an accountability conversation when they fall short of those expectations – that sets the standard for them, and for others who see the example you set for performance.

2. What you say – the stories you tell. Stories are experiences that we enjoy vicariously.

If you want to emphasize the importance of blocking out?  Tell a story about when somebody didn’t and the negative outcome it created, or tell about when someone did and the positive result they created. Stories are examples of values in action.

The questions you ask.  The best leaders don’t tell. They ASSC– Always Stay Sincerely Curious.  Seek to know more about your team and their perceptions and understanding and ideas. One of the most powerful questions a coach or manager can ask their team is, “What do you think?”  Instead of telling, be curious and check for understanding.  Ask if they know why they are supposed to do something that you are teaching. Asking engages people.

If you are serious about improving your team culture, the dirty secret is that you have the power of influence – and your words and actions (the things your team experiences) will affect their beliefs and behaviors.