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Culture – policed or created?

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Today I read an article that called HR the department responsible “for policing personnel actions and culture.” That struck me as odd.

Culture shouldn’t be policed. Leaders model and nurture it; employees create it.

Culture is the environment and personality of a company. It is the result of thousands of interactions a day between employees in every group at every level.

If the actual culture doesn’t match the stated company culture or values, there is a disconnect that causes confusion – or worse – mistrust.  It is fine to aspire to a desired culture as long as you realize 1) the difference, and 2) that you aren’t there yet.  Mismatch between the stated and actual culture fools no one.

If no one takes ownership for building and managing culture, culture still happens by default.

HR may do things to encourage culture, but a single department can’t force a culture.  HR’s roles are to advise the leadership on issues of culture and to ensure rules and laws relating to personnel are applied correctly.

Some may argue there isn’t much difference between policing and building a culture.  I believe there is huge gulf between the two in terms of approach and attitude.  Do you want to work for a company where culture is policed or one where culture is intentionally created?

Growth: The Good, the Bad, and The Ugly

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It’s a safe bet that if you do a quick internet search on business priorities that increasing topline revenue, improving sales performance, and increasing company value will show up in the top results.  Growth matters.

To misquote Gordon Gekko:  growth is good.

Growth tells us you are meeting a need in the market and customers see value in what you do. Growth gives your team more opportunities and expands your horizons. Investors are happy. If you ever watch ABC’s Shark Tank, you know that history and forecasts of growth are major areas of concern.

But it’s not all rosy. You must be prepared for growth and have realistic expectations.

Growing your company may require capital or decreased profitability while you invest in the future.

Your team may need to find newer, better ways to accomplish their tasks to be more efficient and maintain profitability. What got you here may not support you at the next level.

The company may outgrow the capacity and capabilities of its employees. This is especially true of leaders as the company moves from an idea to a company to a professionally-managed firm.

Strong leaders can navigate these obstacles by taking a long-term approach and making tough decisions at the right time.  You must be prepared to protect the business.

However, there are two challenges of growth that can be devastating if you aren’t intentional about protecting them:  maintaining culture and customer satisfaction.

Customer satisfaction is obvious. You won’t stay in business if your level of service drops. Customers have other choices.  Can you maintain your current level of satisfaction while adding more customers?

Culture, however, is easy to ignore if you aren’t intentional. Rapid growth may mean rapid expansion of your team. Hiring strategies must include finding new team members who embrace your values.  Leaders must work harder to model, foster, and communicate values as the team gets larger.  “Culture eats strategy.”

Growth is vital, but exceeding your ability to absorb growth is dangerous.