If Your Leader Doesn’t Embody Company Culture...Why Follow It?
Jessica Kriegel
Chief Strategy Officer @ Culture Partners, Podcast Host @ Culture Leaders, Keynote Speaker, Author
Back in my early days of consulting, I ran into a CEO who thought attending a culture workshop was beneath them. My response? I fired the client. It was a no-holds-barred lesson in commitment or the glaring lack thereof. ?
Let's not sugarcoat it: The backbone of any organizational culture is as strong or as brittle as the leadership propelling it. In a world where action speaks louder than a thousand strategic plans, a glaring gap often emerges between what leaders say and what they actually do. This gap isn't just disappointing; it's the breeding ground for a pervasive culture of inaction and skepticism within the organization.?
Consider this: every time a leader opts to "sit this one out" or delegates the dirty work of culture-building while remaining conspicuously absent, they're not just missing in action. They're actively crafting a narrative that screams, "This isn’t really important." It's a powerful, albeit negative, form of leadership by example. The message is crystal clear: If the leaders don't buy in, why on earth should anyone else??
But here’s the thing, Accountability within the context of organizational culture is often treated like a hot potato, everyone knows it's important, but few want to hold onto it for long. Yet, without leaders who are willing to roll up their sleeves and dive into the trenches of culture-building, accountability becomes an empty buzzword. The truth is, you can't expect to cultivate a culture of accountability if you, as a leader, are viewed as above or apart from the cultural shifts you aim to instigate.?
The ripple effect of leadership inaction is both profound and far-reaching. Employees aren't just passive participants in this drama; they're keen observers and, ultimately, the judges of leadership authenticity. In the stark light of unmet expectations, skepticism thrives. It gnaws away at the foundations of trust and engagement, leaving behind a shell of what could have been a vibrant, dynamic culture.?
What's next on our path forward? We face these questions directly. Our focus is on cultivating authentic leadership—leaders whose actions reflect their commitment to accountability, bridging the gap between what's said and done, which transforms skepticism into belief and inaction into engagement.?
The role of leadership in shaping organizational culture cannot be overstated. When leaders consistently demonstrate their commitment to culture-building through their actions, they not only set the stage for positive change but also model the accountability necessary for that change to take root and flourish.??
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I write about how work could work.
7 个月Love the hot potato analogy! Accountability is uncomfortable, especially in a culture that doesn't prioritize humility, but the good news is that is becomes easier over time. Leading by example is crucial for demonstrating that owning your mistakes doesn't make you less of a leader and isn't a detriment to your reputation.
Founder of Successful Leaders/ Exec Leader Coach, Consultant, Exec Partner, Exec Advisor, and Exec Trainer, Co-Author/Extensive Intl Exp/ Board Exp/ Recent Mission Pres at The Church of Jesus Christ of Latter-day Saints
8 个月Very true, it is not simple this is a very complex cultural attribute to build. There are geographic, personality, bias, past experiences, personal well-being, desire, skill, recognition and reward, tolerance, compassion, forgiveness, and many more differences in every person. Accountability is a personal attribute that one builds.
Let’s be real. Company culture isn’t defined by the output of a meeting regarding company culture. The “culture” is the organization’s behavior being driven by a perception of which values, risks and actions are rewarded. A culture always exists. The question is: Do you have a culture you want? If not, how do you change it? (That’s where you come in, Jessica.) You were exactly right to “fire” a company whose CEO didn’t want to actively participate in determining the state of the organization’s culture, Jessica. Either the CEO didn’t believe those meetings were going to lead to meaningful actions, or they didn’t understand the importance of culture. Culture’s invisible hand guides hundreds of organizational decisions annually. Usually, culture builds on mimicking actions and choices by people at the top. The values that drove Ben Cohen and Jerry Greenfield to do business a certain way permeated their entire ice cream company. It’s not really possible for a leader to “not follow” an organization’s culture. In most cases, their actions ARE the organization’s culture. CEOs who don’t participate in work being done by groups will establish a culture in which collaboration becomes increasingly difficult.
Improvement Guru. I help organizations become better & make the world better. Lifelong Learner. Always learning about my expertise, my community, my professional partners, & our world. Let’s make our world better.
8 个月Leaders set out the desired company culture and direct/deliver the actual culture. Bosses do the latter only, although they might try the former. Bosses and leaders cannot sit out culture (and the latter would not want to). That CEO sounds like a boss, not a leader. If you don’t set out a desired culture, you are likely to get something you don’t want. But in all cases, you get something. Setting out a culture is no guarantee that it will fit the organization or be reflected in the actual culture.