leadership teams, we talk regularly and deeply about Culture: what would a great Culture feel like to the organisation’s people?; how, as leaders, can they create the right conditions for the desired Culture to flourish; how does the organisation sustain that Culture over time despite changing personnel and challenging external conditions.  

Sadly, we often see articles about Cultures which are unhealthy or even toxic, but in this article I want to highlight this topic from a positive perspective with ‘10 signs which indicate that your organisation’s Culture is in good shape’.  You’ll see that many of these are linked and there is a flow between them – a virtuous circle can be created to build a great Culture.

1.     Vulnerability is encouraged and role-modelled by leaders

The turmoil caused by the Covid-19 pandemic has signalled the end of ‘command and control’ leadership with organisations led by ‘the infallible leader’.  In an unpredictable world, no one individual has all the answers nor is anyone perfect.  Therefore, it is a sign of a healthy Culture if leaders are comfortable admitting to mistakes and showing their desire to learn, saying “I got that one wrong, let’s fix it” or “I don’t know that, let’s figure it out”. Vulnerability is key to trust and healthy relationships – which every great Culture needs.

2.     It’s OK to make a mistake; mistakes are prompts for learning

In role modelling vulnerability, leaders also set a healthy environment for experimenting, making mistakes and learning from those mistakes.  Everyone in the organisation needs to know that it is OK to make a mistake – we’re all human and mistakes happen – and a sign of a positive Culture is that individuals own up to their mistakes promptly with no fear of criticism and indeed an expectation of support.  This allows the mistake to be swiftly corrected and also learnings from the mistake to be shared widely and avoided in the future.

3.     Feedback = fuel for continuous improvement

A Culture of continuous improvement is fuelled by an environment where feedback is asked for, is given honestly and constructively, and is acted upon.  This is another one to be role-modelled by leaders: it is highly impactful if leaders regularly ask for personal feedback on how effective they are as leaders and how they might better support their teams, and are then seen to be making improvements based on that feedback.  Staff feel heard and leaders improve – a positive double-whammy!

4.     Speaking up, challenging and disagreeing are not just safe, but valued

Individuals feel confident in speaking up, knowing that their suggestions, challenges or concerns will be listened to in a spirit of curiosity and support, not judged, criticised or dismissed out of hand.  In a Culture with strong psychological safety different perspectives are valued as they bring fresh ideas, with questions and alternatives appreciated as opportunities to move forward the organisation’s thinking.  

5.     Diversity, equity and inclusion are core values, acted upon

Most of us have heard the analogy of ‘diversity’ as ‘being at the party’ and ‘inclusion’ as ‘being invited to dance’.  I recently heard an extension which resonated with me: ‘DEI is being at the party, invited to dance, with music which makes you want to dance’.  An inclusive Culture, which lives and breathes DEI as a core value, makes sure that there is music to which every individual wants to and can dance.  This ‘soundtrack’ is constructively and thoughtfully built into roles, systems, processes and communication throughout the organisation and reviewed regularly to make sure it remains appropriate.

6.     Change is championed not resisted

Essential to an organisation’s ability to innovate and thrive, particularly in a VUCA world, leaders and employees are open to new ideas and ways of doing things – seeking, championing and adopting change.  The organisation is also responsive to change thrust upon it, moving quickly to decide upon the best initial actions then considering over time what changes should endure (the Covid-enforced move to remote working and subsequent hybrid working models being the most obvious example of this).  In a forward-looking Culture there is no place for “But that’s the way we have always done it.”  

7.     Always learning, always growing

Everyone is encouraged and supported to learn and grow.  This might be through ‘Learning & Development’ initiatives – training programmes, professional qualifications, certifications.  There could be role-based initiatives – job swaps, stretch projects, shadow boards.  It could include support for outside interests – volunteering days, roles on external Boards, sabbaticals.  To help support and embed all of these, of course, in a learning Culture there would be provision of 1-2-1 and Team Coaching 🙂

8.     Colleagues are lifted up

Colleagues are quick to praise, to highlight others’ strengths and to celebrate others’ successes.  Colleagues notice if someone is struggling and step forward to help.  Advice, guidance, coaching, mentoring and sponsorship are readily offered and gladly accepted. There is a sense in a collective Culture that we will succeed (and have fun) together and that someone will always have your back.  

9.     Bad behaviour is not tolerated – full stop!

In a strong Culture bad behaviour is not tolerated, regardless of seniority, role or length of service of the individual(s) involved.  The bad behaviour is called out and corrected, and if not corrected the individual is removed.  Relatedly, individuals do not gossip or speak poorly of others, and there are not ‘silos’ between departments which lead to broken communications and mistrust.  There might well be occasional conflict – that’s natural from time to time – but in a great Culture conflict is resolved in a mature and timely way, using curiosity to understand each other’s positions and find appropriate resolution.

10.  Great Culture and high quality leadership are central to every ‘people decision’

When great Culture is truly embedded it shows up in all the key ‘people decisions’ which the company makes. Recruitment is thoughtful and transparent, ensuring successful candidates have not only the requisite skills but will contribute positively to the way things are done at this organisation.  Leaders are promoted not because of time in role or because they are strong individual performers but because they evidence all the qualities needed to lead in a great Culture – vulnerability, inclusivity, growth mindset, empathy.  Reward targets holistic performance which includes, but is not limited to, signs number 1-8 above!

I’m hoping that as you read this article you are thinking “Yes tick for that on, Yup Big tick for that one, Yeah we do that one too!” If you recognise all 10 signs then your organisation’s Culture is in good shape – Happy Days!  If not, you have 3 choices: tolerate the Culture – far from ideal for job satisfaction; work to improve the Culture – if you’re a leader you should certainly be doing this; leave this organisation and join one with a great Culture – you’ll be amazed what a difference this makes to your everyday happiness.  

Posted in Articles, Three common themes from my consultancy work