Lip Service Undermines Employees and Customers. This Essential Guide will Help you Secure Genuine Buy-in for Cultural Objectives.

Lip service withers by conscious decisions and cultural reaffirming behavior.

I have written about the Philadelphia-based bank that I had to fire. They practiced incredible lip service until it was not good for them to do so anymore (translation: they put themselves first and the customer last). It was an all-or-nothing strategy. They don't get the part that the employees who buy into their lip service are left holding the bag by decisions made in silos by people who can't spell the word "relationship," let alone value them. This is a betrayal of their trust and belief in the company culture. Then, the downward spiral begins and picks up speed. And we wonder why people become disillusioned and leave.

Ah, workplace culture. It's the magical sauce every company talks about, but how many move from words to behavior and outcomes? And let's face it: for every company that proudly parades its values on posters and websites, there are another hundred where those values quietly collect dust when siloed decisions defy the values that lip service prodigally blares to the world.

Here are a few thoughts on ending the reign of lip service and getting real buy-in on cultural objectives.

Step 1: Outlaw those AWFUL Inspiring Posters -Metaphorically and in Reality.

Start with the low-hanging fruit: liberate the office walls of any oversized posters with messages like integrity” "often next to a mountain) or "teamwork” "bonus points if there's a picture of a diverse set of hands high-fiving). Replace these with posters that say, " Do it, or we' will. "This immediately sets a new tone: no one's buying the fluff anymore. People who want to know your values can check out the company meme channel.

?Step 2: The "Acts of Authenticity” "strategy

Want to show people you mean it this time? Act authentically and randomly. For example, if your cultural objective is openness, " set up a meeting with every employee where you say, “Tell me everything that bugs you about this place. I won't take it personally, but I might write it down.”

?Step 3: Launch a New Value: The "We REALLY Mean It This Time" pledge

Nothing builds trust like introducing a meta-value. “We Actually Mean It This Time” will get everyone's attention. Explain that this value is meant to differentiate it from previous values, which were, admittedly, more aspirational. Wow, you're talking about action. Set a team goal to reference it as many times as possible in meetings, connect it to results, and keep it "top of mind,” which is usually corporate for "just don't forget.” If you choose this, you do not get a second chance.

?Step 4: Offer Real Rewards for Real Compliance

NO MORE "Employee of the Month” mugs. Suppose you want employees to embody cultural values. In that case, you need meaningful rewards that connect behaviorally to a successful outcome or are as thrilling as a "Free Pass to Skip a Boring Meeting” "voucher. Bonuses and recognition go a long way.

?Step 5: The Unofficial Official Policy: Leave a Lasting Memory of Lip Service Gone Wrong.?

Post-mortem any cultural failures by putting up a Wall of Shame where former, half-baked initiatives can be proudly displayed. Once the team sees the “history of failures and motivates initiatives that never took off, they feel that this time is different.” No one can argue with tradition, especially if it's a tradition of failure. The former bank said they “value relationships” and "want to help their customers prosper.” ?Nothing could be further from the truth (in my experience, of course), and leopards don't change their spots.

?Step 6: Repeat the Phrase, “We are serious this time.”

Remember, as with anything in the workplace, repetition is vital. Say it in meetings, Slack messages, emails, and water cooler conversations. When creating a lasting cultural impact, if you say it enough times, eventually, people will believe it. The more you connect people's mindset and behavior to a customer saying yes, the more people will see that they are indeed in sales.

Step 7: Establish Matrix Accountability as Your Organizational Culture.

This takes courage. Give people the opportunity to hold others accountable for behaviors that are counterproductive to the culture. Make that opportunity anywhere across the organization. What would have happened if the local bank officer had held the cloistered SVP who destroyed my relationship with the bank accountable? They could have had a very different outcome. In this case, lip service won in the name of meeting objectives that have nothing to do with the culture—or the customer.

Does all this work? It really depends on you. Are your efforts sincere and aimed at changing behavior, or are they just empty words? Lip service creates a vicious cycle. You can either take meaningful action, be responsible when things don’t go as planned, and own your mistakes, or you can step aside.

I passionately challenge conventional wisdom and misconceptions about selling, culture, and people leadership. With over 39.5 years of experience, I empower individuals and teams to recognize the profound impact of their actions. My keynotes and workshops leave a lasting positive impact, directly contributing to a company's success.

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