When I speak with senior leaders, I ask them about their organization’s performance. They are quick to note where results are stellar and where they have a need for improvement. They are very familiar with their performance data and share it with little hesitation.
When I ask these same senior leaders about the quality of their work culture, they stumble. They hesitate. They don’t have the data regarding the effectiveness of their work culture at their fingertips.
Why are most leaders so comfortable with tracking results and, at the same time, so disconnected from understanding the health of their work culture?
Culture experts and enthusiasts recently gathered in San Francisco for the 2nd Annual Ultimate Culture Conference. A theme of the day was that most leaders recognize culture as a critical factor for success, but it remains an elusive concept and has become an overused word. To kick off the conference, Tim Kuppler interviewed Rob Cooke, CEO of Human Synergistics, to explore culture along with some related constructs (like climate) that are sometimes confused or used interchangeably with it. Some of Rob’s answers to Tim’s questions are summarized here.
Interest in the subject of culture continues to grow dramatically. It’s a hot topic, and for good reason. Research shows Constructive cultures lead to increased profitability, satisfaction, performance, and more. The Annual Ultimate Culture Conference gathers top thought leaders in the field of organizational culture and leadership to provide valuable insight into and discussion around this elusive concept for professionals passionate about shaping workplace culture.
Recently, I had the privilege to lead a session with a management team where they wanted to explore their interaction style as a leadership committee. This was a global, culturally diverse, senior team—leading over 4,000 staff between them, performing critical daily tasks for the organisation, and defining the future strategy of their division with implications for the company at large.