Is your organisational culture toxic or just tired?

It's easy to mistake a tired organisational culture for a toxic one. Growth spurts, post-acquisition transitions, and other significant events can leave teams feeling frazzled and in need of a reset.?

That manager you’ve labelled a task master? They could feel under pressure to make an impression as a result of that recent promotion. That colleague who seems unmotivated, might have issues at home. The client who just lost it at one of your team on a call, might have had 4 people give them bad news today prior to their call.? All of this together could lead you to make an assumption that your organisation's culture is toxic. When in fact it’s just tired or in need of a reset.?

When we work with organisations, typically we meet them after a period of growth, post acquisition or some other event where the glow of success has begun to fade. The people have been flat out, which has caused growth, they haven't had time to stop and build for the future. They had to keep going with the tools they have at the pace that’s required - until something goes pop. It could be a leader who mis-steps, a process that breaks, a client that complains or all of the above, all at the same time.?

But it’s probably not toxic, not yet. It’s just tired.?

When we run our cultural diagnostic we cover 12 areas of your business asking your team for insights about the way they work, how people communicate, what metrics are valued beyond financials - even how innovation is captured and encouraged.?

We often find that people are still aligned with the leader and bought into the organisation, often they still love what they do. It’s how they do it that has changed. They're frazzled and need a reset and refocus. Where it has become toxic that’s a different strategy but 7 times out of 10 it’s just tired and needs to evolve in line with the new organisation.

Organisational culture can feel tired and stale over time - especially after a period of growth.?

Here's why and what you can do about it:

1. Lack of Innovation and Stagnation: When an organisation's culture becomes stagnant, it often struggles to adapt to changing market dynamics, technology advancements, and customer needs. This can lead to a lack of innovation, decreased employee engagement, and diminished competitiveness.
2. Employee Disengagement: A tired organisational culture can result in disengaged employees who may feel tired, or undervalued, or simply disconnected from their work. This can manifest in decreased productivity, lower morale, and higher absenteeism.
3. Increased Turnover: Disengaged employees are more likely to seek opportunities outside the organisation, leading to increased turnover rates. This can disrupt team dynamics, hinder knowledge transfer, and affect overall performance.
4. Negative Impact on Brand Reputation: A tired organisational culture can also impact a company's brand reputation negatively. Customers and potential employees may form negative perceptions based on the organisation's culture. This can affect its ability to attract and retain top talent and customers.
5. Reduced Market Advantage: A vibrant and adaptable organisational culture is crucial for maintaining a competitive advantage. A tired culture can hinder an organisation's ability to innovate, respond to market changes, and attract and retain top talent.

Here are some ideas to begin revitalising your organisational culture:

1. Assessment and Alignment: Conduct a thorough assessment of the organisation to identify areas of improvement and ensure alignment with the desired culture.
2. Employee Engagement Initiatives: Implement employee engagement initiatives such as recognition programs, professional development opportunities, and regular feedback mechanisms to enhance employee morale and motivation.
3. Cultural Change Programs: Introduce cultural change programs that focus on fostering a positive and inclusive work environment, encouraging collaboration, and promoting a growth mindset.
4. Transparent Communication: Foster a culture of transparent and open communication at all levels of the organisation to address concerns, provide regular updates, and build trust.
5. Innovation and Agility: Encourage innovation and agility by providing opportunities for employees to experiment, take calculated risks, and learn from failures without judgement or consequence.
6. Champion Inclusion: Create a welcoming and inclusive work environment where all employees feel valued, heard and respected.
7. Continuous Learning and Development: Promote continuous learning and development opportunities for employees to enhance their skills and knowledge, done well this will contribute to organisational growth and innovation.
8. Customer-Centric Approach: Emphasise a customer-centric approach to ensure that the organisation's culture is aligned with delivering exceptional customer experiences. This will also add value in communicating your values externally aligning your ideal customers with your values.
9. Culture Ambassadors: Identify and empower culture ambassadors who embody the desired culture and can influence others through their actions and behaviours.
10. Regular Feedback and Evaluation: Regularly evaluate the effectiveness of cultural change initiatives and seek feedback from employees to make necessary adjustments.
11. Leadership Commitment: Ensure that leadership is fully committed to the cultural change process and leads by example, setting the tone for the desired culture.

Revitalising an organisational culture takes time, effort, and commitment from all levels of the organisation. However, the benefits of a vibrant and adaptable culture, such as increased employee engagement, innovation, and competitiveness, can deliver significant long-term success.

If you're looking to reignite your organisational culture, we'd love to hear from you. We can provide guidance, support, and resources to help you create a positive and productive work environment that drives innovation, engagement, and success.