In the previous article, we discovered that there is a discrepancy between what top managers believe and what they do in practice about company culture. Therefore, let's have a look at what should change.
Start with asking questions
What kind of interactions, behavior and data can be observed? Maybe the board has too many topics to discuss. Most successful boards have an in-built ability to self-reflect. There are sessions organized before and after a board meeting to reflect on what should be discussed in addition to regular affairs. Sentiments or brief observations are shared and signals of larger issues may be identified early, according to an article on the website of business school INSEAD.
Culture should be moved to boards – lifted from the HR department. Top managers should take part in articulating corporate values and norms. Conducting surveys and organizing programs fostering the appropriate culture is important. If the culture isn't at optimum levels, senior leaders need to be clear about what they actually want from it. Otherwise, they can't set out on the path towards achieving the necessary change.
Common pitfalls
Culture issues must not be dealt with too superficially. When complexity is reduced too much or there's an effort made to change culture by imposing new rules, regulations and policies, it's not really helpful. When authenticity is missing, employees won't take it seriously.
Top leaders as a group need to understand the organizational atmosphere. The current state should be assessed based on measurable data. The clear priority is aligning culture and strategy. Culture should also be a frequent factor when risk management is considered.
-jk-