Peter Drucker, a well-known management author, has said, “Culture eats strategy for breakfast.”
Honestly, I hate that expression. I understand what Drucker was saying … that you’d better be attentive to your organization’s culture as you implement change. But what that quote is too often used for is an excuse for failure or, worse, to do nothing. “The culture doesn’t allow it” or “The culture got in the way.”
These rationalizations for failure seem to imply that culture is a given and is impossible, or at least very hard, to change. That is a premise I believe all of us need to challenge.
Let’s start with a definition of culture. There are many, but one that I like because it is short, easy to remember and actionable is: Culture is how we behave based on what we believe.
Using that definition, if you want to change the culture you must first affirm what is important to you and then change how you behave.
Ask yourself: What do I hold dear? What do I value? And then, very importantly, ask yourself: Do my behaviors match those values?
For example:
If, as a leader, you say you value growing your people, how does that show up? Do you dedicate time on your calendar to listen to them and discern their wants and needs? Do you spend time understanding their career aspirations? Are you in the moment, coaching them through projects and assignments?
If you say you believe in transparency, are you bringing data forward to your team in a transparent manner, good or bad? Are you engaging them in understanding the performance of their department and how to make it better?
If, as a front-line employee, you say you value excellence and strive to do your best, how do you behave toward those goals? Are you on time? Do you adhere to standards? Do you contribute to the success of your team and work hard to make yourself and your co-workers better?
If not, if your behaviors are out of balance with your values, you’re going to get the culture you have. When you start to change your behaviors based on what you hold dear—and doing it consistently—you're going to get the culture you want.
It’s easy to say, “I believe in transparency” … “I believe in growing my people” … “I believe in doing my best”
It's easy to say those words, but do your behaviors reflect them?
I challenge you to think deeply about the culture you have and whether it’s the culture you want. And if not, how are you going to change your behaviors to make it better for your team, your department, your division, your institution?
If we all do this, nothing will hold us back. We will be fulfilled in our work, we will delight our patients, and we will ensure that our culture propels our shared vision, rather than dine on it for breakfast. 😊
Sincerely,
Tim