Company culture: Actionable steps for CEOs to uncover unwritten rules

As CEOs enter new organizations, understanding the unwritten rules and norms of the new company’s culture can be crucial for effective leadership. The capacity to onboard the workforce on upcoming strategic decisions and changes can depend on the interest they show for this topic. In this article, we will explore actionable steps CEOs can take to investigate the underlying rules of their new organization.

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How leaders gather insights on a company’s culture

?There are several things CEOs can do in order to have a better understanding of the unspoken rules that drive the company they will lead in the future.

?1. Observing patterns and behaviors

Before rushing into action, CEOs should observe patterns and behaviors within the organization. They do good when they pay attention to how employees communicate, make decisions, interact and make their projects progress. They can also look for subtle indications in meetings, informal gatherings and team dynamics to gain insights into the rules that shape the company culture.

?2. Engaging in dialogues

Talking with employees at all levels is a valuable strategy for uncovering the unwritten rules. CEOs can investigate on people’s perspectives and experiences by having one-on-one meetings or informal conversations. Encourage open and honest discussions about the company's culture, values and ways of working. By listening actively, the new leader can gain valuable insights and build trust among employees.

?3. Keep having dialogues with people over time…

…In order to find out more about the hidden part of the iceberg. A probable consequence of change of management is that formerly made promises, such as promotions, pay raises, etc, won’t be held. CEOs inherit this kind of situations without knowing it, while a part of employees might be frustrated, not getting the rewards for which they may have made great efforts in the past.

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A systemic point of view: Why investing time on studying the company’s culture is beneficial

CEOs taking up a position in a new company integrate a system that has its own equilibrium that it has built under the former management. Considering whether this equilibrium is beneficial or detrimental, is not the point. The organization has learned to function in a certain way and everything that could interfere with this balance is considered as threatening. This is an unconscious reaction that takes place on an individual as well as on a collective level. There is no one to blame.

Knowing this, one can understand why some leaders who take on new roles and rush to make changes, encounter great resistance and will have more difficulty achieving organizational goals.

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Conclusion:

It is in the CEOs interest to ensure taking appropriate action, so that the system considers them as a “friend”. Taking on the role of an anthropologist and investigating with a sincere interest the company culture and its unwritten rules, is a respectful and clever strategy to better implement future strategies and the inherent changes.

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PS: Please keep in mind that understanding and navigating company culture is an ongoing process and not just a 3-mont-one-shot.

If you would like to learn more on how I could support you on this topic, please make sure you book your first unbinding 30-minute-meeting by clicking on the link below.

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