Why Organizations Say But Don't Really Do

We've heard it before. A new initiative or focus is announced to the organization. There's an explanation as to why it's important, and why the company is addressing it. Then crickets. Or worse, a few superficial, window-dressing activities are conducted before it goes radio silent. Why? Why bother with starting something that's just going to get brushed under the rug? Is it bad leadership? Lack of resources? In reality, sometimes the reasons are more mundane than we'd like to believe.

Take, for instance, a company that makes the decision to announce the need to secure and retain great talent. It's clear on the why - the organization needs to grow, and requires the addition of key roles and talents, specifically in certain departments and areas. There also might be a chunk of folks who will be retiring on the near horizon, and those roles will need to be backfilled as well. Seems fairly clear-cut.

The organization then proceeds to post job openings and starts conducting the interview and hiring process. But new hires only stay a few months before leaving. Potential retirees start extending their end dates. Key team members start receiving 'exceptions' to standard company policy, such as more days working from home versus in office. As the challenge becomes more difficult, the focus and emphasis dwindles. Efforts quietly turn towards operating lean (i.e., doing more with less). Employee attrition is chalked up to 'the younger generation not having the same work ethic'. And so it goes.

Another example occurs often in the DEI space. An announcement is made that DEI is important, and the organization will focus on diversity, equity, and inclusion going forward. But then, hiring practices don't change. Meeting composition and tenor doesn't change. Feedback processes don't change. Petty politics and power plays between departments remain. Instead, a set of reports are created reinforcing existing initiatives, employee compositing, and some new content on the public website. Quite a disappointment for those who anticipated significant change.

So why does this happen? While we may believe there's a thorough, detailed plan laid out in full before an idea is presented to the organization, it's often rarely the case. The details aren't usually outlined, only the bigger idea as a concept. It's fair to say leaders can't have all the answers, and they should rely on their teams to flesh things out. However, sometimes the reason something bubbles to the top isn't for the reasons you may think. Oftentimes, it's one of three things:

1. Minimizing - There's a clear need, but the organization isn't interested in investing a lot of time/money/resources and a gesture is believed to be enough
2. Peer Pressuring - We decided to do something because the competitors are doing it, big respected companies are doing it, or we think customers want to see that we're doing something
3. Appeasing - There's an influential member on the team who has been pushing for something, and it's worth ensuring they stay happy

Of course, this isn't a comprehensive list, but you get the drift. The bottom line is that sometimes companies will say something's important, but it's not really at the same level of importance as other things on the same list.

Organizations have to do a lot of things, and not everything can be done simultaneously. So priorities are set. Yet, depending on the past experiences of leadership, the pressures they face, and the lens they view things through, will cause those priorities to take on different levels of importance.

If your organization is exhibiting this behavior, you're not alone. When supposedly important initiatives don't get priority-level attention, it sends the message that it's not really that important. Companies need to either give them the commitment they deserve or put them on the back burner. Because if it's worth doing, it's worth doing well.

About the Author

Andrea's 25-year, field-tested background provides practical, behavioral science approaches to creating differentiated, human-focused organizations.?A 4x ADDY award-winner, TEDx presenter, and 3x book author,?she began her career at a tech start-up and led the strategic sales, marketing, and?customer engagement efforts at two global industrial manufacturers. She now leads a change agency dedicated to helping organizations differentiate their brands using behavioral science.

In addition to writing and consulting, Andrea speaks to leaders and industry organizations around the world. Connect with Andrea to access information on her book, keynoting, research, or consulting. More information is also available at?www.pragmadik.com ?or?www.andreabelkolson.com .