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Encompass Champions of Culture
Srini Venkat
http://www.veggieplaza.com
When we talk about our culture it doesn't matter how extraordinary it is. But the ultimate measure of its continued success is how well it serves the expectations of all its stakeholders. Developing human power of the organization drives its financial capital. We should build the bottom line by nurturing our organizational cultures and subcultures.
In order to sustain success, people need to be excited by the challenge of strengthening their cultures by assessing where they are today and where they want to go and what their destination is. Leadership roles should encompass champions of culture and by doing so the workplace stands to benefit. But an enterprise can't just declare a road map of its work culture and expect its employees to embrace it.That makes the culture meaningless.
In order to build strong and adaptive cultures, the associates have to be motivated enough to be a key part of the whole process.
To amplify the potential for those interested in developing a positive culture, we have to communicate to them who are an integral part of the desired changes and therefore, will be duly rewarded for their efforts.
But management often fails to communicate clearly how the changes will benefit the stakeholders as well as the organization. Because the stakeholders don't understand their roles. Due to lack of information, the stakeholders often cling to status quo. The stakeholders have a right to the information and should have been told, "When we get to this better place, here's what's in it for you.''
We all want stakeholders should share our vision for the future. So it can be discouraging to return from a seminar and received by our associates with stony faces and glazed eyes.
The problem may lie in communication they may not see things in the similar way as we do. So when we talk about new ideas, new ways to make the company more productive, the associates may end up hearing something altogether different: "Management has found a new way to make us do something we don't want to do".
This breach in understanding has occurred as we did not involve their input as stakeholders in developing the proposed changes.
In many organizations, as things head downhill, suggestions about trying a new model or a new approach often flow thick and fast. This kind of flavor of the month' approach is both ridiculous and fatiguing. It takes more than just twisting on the cube to solve the puzzle of culture. This simple approach tries to solve the puzzle of culture by twisting on the cube and hoping that all the pieces would come together, giving way to dramatic results. The reality is that a puzzle cannot be solved in this fashion and culture does not, either.
Article submitted Monday, July 07, 2008
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