Culture Clash: Why Most Culture Transformation Efforts Fail

Imagine your workplace culture as the personality of your organization. It's a unique blend of attitudes, behaviours, and values that set the tone for every employee's experience. This personality is not something that just happens; it's carefully crafted by the leadership team, from the C-suite to the first-line supervisors.

I recently had the opportunity to talk about this concept in a 5 minute lightning talk at DisruptHR Cambridge.

It's beautiful in its simplicity and hopefully looking at culture through the lens of personality, and approaching leadership development as a much more personalised journey, will be the culture game-changer you've been looking for. Let's dive in!

If you have ever completed any type of personality assessment, chances are that you would have gained some insights into how you solve problems, how you communicate and how you tend to show up in different situations. Perhaps, like me, you learned that you are a strategic and visionary thinker who is comfortable with ambiguity, but also likes to get things done quickly and effectively. Or you might have learned that you prefer to analyse a lot of data and information and take your time making a decision. You might be very detail oriented and rely on tried and tested ways of doing things.

No matter who we are or what personality traits we have, we bring those traits with us to work. We will always resort to our most natural, comfortable state of being - who we are at our core. That might be a visionary, big picture thinker or it might be a highly empathetic, heart-centred leader who prizes collaboration and consensus above all else. These traits spill over into how we interact with others, how we solve problems and make decisions, how we communicate and how we prefer to be communicated with.

And that is how team and company cultures are formed - through the repeated behaviours and personality preferences of the people in charge.

Culture doesn't live in the company values on those posters on the walls. It's also never been about the ping-pong tables or the Pizza Fridays or the cold brew coffee or unlimited vacation days.

The clues to company culture can be found in everything from org structure and design, to how teams are structured or how technology is embraced or how change is handled and how communication happens and decisions get made.

And although every organisation likes to think they are unique, research has taught us that there are only really four (4) main culture 'archetypes'.

The Four Main Culture Archetypes

Workplace cultures can be classified into four main archetypes: hierarchy, clan, adhocracy, and market. Each archetype is driven by a single factor that determines everything else - its either process, people, pioneering or profit. Yes, I know, all companies want to make a profit and all companies say they care about their people (eye roll), but hear me out.

The Process-Driven, Compliant, Hierarchy Culture

Arguably, the most common, especially in large organisations. There are very clear hierarchies and levels of authority. There are lots of rules, policies and procedures - often creating a lot of complexity and slowing down decision-making, innovation, collaboration and employee engagement and growth. I liken this culture to macaroni cheese - it's safe, it's familiar and comforting. On it's own, it can be somewhat bland and uninspiring.

The People-Driven, Collaborative, Clan Culture

With it's focus on collaboration, cooperation and coaching, this archetype is great at putting people first. Much like chocolate cake, this is a very sweet notion. Unfortunately, on its own, its also very unhealthy. Without clarity about goals and without mechanisms to make decisions, ensure accountability and allow for continuous improvement, there is a lot of people-pleasing and a lot of talking about problems and seeking consensus - but very little action or decisiveness.

The Pioneering, Innovative, Adhocracy Culture

Adhocracy culture is like fusion cuisine - it's a bit sassy and salty. It's visionary and adventurous and not afraid to try new things. This is great for the world we live in, but without clarity about purpose, goals and roles, it can be somewhat chaotic and overwhelming for people who find they are unsure of what to prioritise or who is responsible or accountable under what circumstances.

The Profit-driven, Competitive, Market Culture

Another very common archetype, especially in the US, as well as the management consulting industry, market culture is all about winning and getting results. It's bold and brash and spicy, like hot wings. Quite frankly, it could do with a little sweetness - a bit more empathy, a little less 'command and control' and a bit more space for innovation and learning from mistakes.

The Clash Between Culture Values and Leadership Personalities

The most common challenge that I have encountered in culture transformation work over the past 5 years, is the misalignment between the company's stated values and the personalities of its leaders. When we examine the stated values of most companies, we find that they proudly proclaim their commitment to things like innovation, agility, collaboration, kindness and empathy - values that speak to 'clan' and 'adhocracy' culture.

However, when we examine the personality profiles of the managers in those exact same organizations, more than 85% of them exhibit traits and competencies that are aligned with 'hierarchy' or 'market' culture. They are highly competitive and driving performance, often at the cost of collaboration and employee wellbeing and they rely on formal structures, hierarchies, decision-making and communication to deliver on their profit goals.

The Culture War Within

This misalignment creates a culture war within the organization. Managers who are hardwired to create hierarchy and market cultures find themselves at odds with the desired clan and adhocracy cultures. It's not just a war against themselves; it's also a conflict between different groups within the organization. The result is a culture that's broken, with mixed messages and conflicting values causing confusion and frustration among employees.

So, how do we fix this culture clash and ensure a lasting culture transformation?

1. Archetype Assessment and Mapping:

?? The first step in resolving the culture clash is to gain a clear understanding of your current culture archetype. This requires a thorough assessment of what your organization currently embodies and what you aspire to create. Additionally, identifying the individuals within your leadership team who will play a pivotal role in steering this transformation, is essential. This process involves conducting personality assessments for all managers and creating a comprehensive map of their strengths, weaknesses, and capabilities.

Get started with identifying your core culture archetype. Complete the FREE 5 minute Culture Archetype Quiz

2. Getting the Basics Right:

?? Regardless of your desired culture archetype, there are fundamental principles that lay the groundwork for a thriving culture. These include active employee listening, providing effective feedback, fostering regular check-in conversations, promoting human connection, recognition and appreciation, and emphasizing continuous learning and improvement. These foundational practices serve as the building blocks for a great culture, ensuring that your organization operates on a solid foundation, no matter your current archetype or your desired culture.

3. Hyper-Personalized Leadership Development:

?? Recognizing that a one-size-fits-all approach won't work, it's crucial to offer hyper-personalized training, leadership development, and coaching for your managers. Different personalities require tailored approaches to harness their strengths and address their weaknesses effectively. An analytical introvert manager, for example, will benefit from a different training approach, as well as an entirely different leadership development curriculum, compared to, say, a visionary manager with ADHD. Customized development programs ensure that managers can contribute to building great teams and a culture that aligns with a much more balanced and desirable company culture.

4. Revamped Performance Management:

?? The transformation of your culture also hinges on reimagining your performance management processes. Evaluating employees based not only on "what" they do but also "how" they interact with others and treat their colleagues, is essential. This holistic approach to performance management acknowledges the significance of interpersonal dynamics and ensures that your organization fosters a culture of respect, collaboration, and empathy. I wrote about this approach in my first book "Talent Liberation: The Blueprint for Performance Management in the New World of Work."

By combining these strategies and leveraging the right HR technology, you can pave the way for lasting culture transformation in as little as 90 days. Your organization can transition from a state of conflict and confusion to a harmonious and thriving workplace where employees are motivated, engaged, and aligned with the company's values and goals.

Transforming your organization's culture is a challenging but essential journey. By recognizing the clash between culture values and leadership personalities and taking deliberate steps to bridge this gap, we can create workplaces that thrive on the unique strengths of leaders and employees. The result is a culture that not only meets its goals, but also empowers its people to excel, innovate, and adapt in a rapidly changing world, without sacrificing collaboration or wellbeing.

If you find this stuff interesting or insightful, we should definitely keep in touch :-)