It's Behaviour, Stupid!
Steve Carpenter
??Fractional People Director | HR Mentor | Leadership Coach | Culture Design | Building thriving places to work
"To be is to do" - Socrates
"To do is to be" - Jean-Paul Sartre
"Do be do be do" - Frank Sinatra
Credit: Kurt Vonnegut
It's Behaviour, Stupid!
Organisational culture is a big deal. It sets the stage for a company's success, affecting things like how engaged and happy employees are, and how well the whole company performs and comes up with cool new ideas. While everyone talks about the values a company has, it's actually the behaviours that make those values real. In this article, I'm going to break down why it's so important to clearly define and encourage behaviours for a culture to really take hold in a business.
Behaviours are Powerful
values can be kind of vague and open to interpretation
Organisational values are like the principles that guide a company, showing what they stand for and believe in. But values can be kind of vague and open to interpretation. It's not always easy to figure out how to put them into action in our day-to-day work. That's where behaviours come in. By spelling out and promoting specific behaviours that line up with the company's values, they can bridge the gap between abstract ideas and real, tangible actions.
The Blueprint for Culture
When we're straight-up about what behaviours we want to see, it gives employees a clear roadmap to follow. Instead of leaving them scratching their heads, wondering how to make their actions align with the company's values, organisations should communicate what behaviours they're after. By doing that, they empower employees to make smart choices and create a culture that truly reflects the company's identity.
By doing that, they empower employees to make smart choices and create a culture that truly reflects the company's identity.
Encouraging, Celebrating and Rewarding Good Behaviours
Just putting behaviours into words isn’t enough; organisations have also got to create an environment that encourages those behaviours. Employees need to see that their actions aren't just aligned with the company's values, but also appreciated and acknowledged. When we celebrate individuals and teams who embody the desired behaviours, we show that we really mean it and inspire others to follow suit.
Employees need to see that their actions aren't just aligned with the company's values, but also appreciated
Behaviours All the Way Down
Culture isn’t just something that happens from the top down. Of course, leadership plays a big role in setting the tone, but creating a behaviour-driven culture involves everyone in the organisation. People at all levels should be encouraged to contribute to defining and refining behaviours. And we should actively encourage everyone to share stories about these behaviours in action. When everyone feels like they have a say in the culture, it becomes a part of the organisation's DNA.
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Model of the Week
I spotted this posted by Mike Jones earlier this week and I think it visually explains so much of what I've observed over the course of my career. Too many people being promoted without the right preparation and support. It also explains why the middle manager has such a difficult job. The full post can be found here.
Top Tips (or hacks as the kids call them)
Embrace incremental change when you're trying to make big changes.
Recognise that change doesn't always have to be revolutionary or drastic.
Embrace the power of small, incremental changes that can gradually lead to significant changes.
Inspired by Debra Meyerson's Tempered Radicals
Other Stuff
Contemplative Cartoon
I help businesses prosper by harnessing the power of Coherent Branding.
1 年Enjoying the newsletter Steve, really nicely done, always something of interest!