TRUE CULTURE VERSUS STATED CULTURE

Every executive team develops a definition of their culture, or stated culture, often found in the “About Us” page on their website. Often they are on the wall of the office you used to go to daily (remember those days?).

It’s a definitive statement of what the organization stands for. It seems helpful, but does it mean anything?

I can’t tell you how many times I get laughed at when working with a sales team, and I bring up what the company stands for. Then they deliver all the reasons the company has failed to live up to those standards regularly. Does it mean that the company doesn’t care about anything? Not at all. It just means that their stated culture (what they put on the wall) doesn’t line up with their true culture (what they take action around). 

ENDURING VALUES

I’ll give you an example; here’s a company’s top three stated “Enduring Values”:

1. Integrity – We take the high road by practicing the highest ethical standards and honoring our commitments. We take personal responsibility for our actions.
2. Quality – We strive for first-time quality and continuous improvement in all that we do to meet or exceed the standards of excellence stakeholders expect of us.
3. Safety – We value human life and well-being above all else and take action accordingly. When it comes to safety, there are no competing priorities.

Now, when I tell you it’s Boeing, check your first gut reaction. It seems a bit hollow. Truth is, they have been upholding those values with every plane until the 737Max. It was true, but somehow the culture drifted towards a new true culture. No one noticed. Until everyone did.   

Now their CEO is doing damage control and reinforcing these values down the chain of command, the impact of allowing their culture to drift off course (mainly by compensating and rewarding authority to those who placed cost-cutting at the expense of these values) has had a devastating impact on the public opinion of their brand. This creates headwinds for sales for years to come. 

The fact is, your culture is under stress, so it’s vital to understand where/when your team might be drifting off course. You have the opportunity to get a hold of how close your stated culture is from your true culture right now. Gain insight into how to correct course and find the true north of your culture. How do you do it?  

HOW TO TACKLE REALIGNMENT

First, recognize your culture is simply the collection of beliefs your people bring to the organization and established behaviors they implement to reflect it. So, your culture is designed through hiring and promotion. The higher someone goes in an organization, the stronger their values influence the culture (by the way, our talent management team can map that for you). 

Secondly, ask… A simple, honest conversation with your team can give you a great barometer for how close your stated culture applies to reality. And relax, if you find they are way off, it doesn’t mean you have something wrong with your culture, you may just have a messaging problem. Try this, “Hey, do you think these values reflect what we stand for? Why or why not?” and then, “What do you feel that we do stand for?” If you would like some real data on what your team values, we can help – visit our Talent Management page here!

Lastly, reach out to your clients. What do they value about you? Why did they buy? Allow them to help you find your true culture. After all, you exist to serve them.  

At Span the Chasm, knowing your true culture is critical to building successful sales execution strategies. We want to help you know which way to direct your future.  

While your audio may not come through in this new world of Zoom, your true culture always will. It’s best to know it, own it, and let it lead you ahead.