Culture Follows Gravity

I regularly meet CEOs or MDs who have something to say about the infirmities in their companies' cultures. Some say, 'There is a lack of accountability and ownership.' Others lament the absence of initiative, proactiveness, or even a sense of urgency. Disinclination to collaborate and exchange information is high on the list of woes.

But speaking to some of them, I get the impression that the source of these deficiencies lies outside their control, almost as if malevolent external forces were at the wheel. Nothing could be more erroneous. Indeed, nothing reflects the debilitating lack of understanding of the organisational culture than assuming it flows in any direction other than from the top.

Culture always comes from the top. Period.

It does not rise against gravity, like reverse osmosis. Leaders create culture. In family-owned businesses, it is the man on the apex; the one who has the power to write cheques is the fount of culture. In more process-driven companies, the leadership at the top still drives the culture.

Why is that so?

Culture is our collective attitudes, work ethic and behaviour. It is the mindset programming that distinguishes a company from another. And it comes about based on what each employee believes is in his best interest, what is 'working' for her. It sets into cast slowly and is equally hard to transform because it represents the stakeholders' collective self-preservation and interest.

Without this critical understanding, no leadership can change the company's culture. And, in keeping with human nature, only the wisest are willing to get this - they are the challenge!

That is why the job of a consultant mandated to transform culture is extremely challenging. Their starting point is to sensitise leadership to the point that they are where the change must begin.

And, very often, end.