Culture is the center of a company’s identity. It’s comprised of the values, attitudes and beliefs that guide people throughout the organization. Culture influences how teams work together and their productivity, efficiency and turnover rates.
As important as it is, culture can be difficult for some leaders to define and even more challenging to create. French philosopher Edgar Morin defines culture as “an informational heritage made up of the knowledge, know-how, rules and norms of a society. Culture is learned, relearned, retransmitted and reproduced from generation to generation. It is not inscribed in genes, but rather in the brain-mind of human beings.”
Replace “human beings” with “corporations” in this explanation of societal culture and it becomes clear that culture might not be so hard to define after all because, in fact, it is deliberate and curated.
Unlike societal culture, an organization’s culture is guided by its leaders. A Glass Door study recently found that around the world, the culture of an organization is one of the top three predictors of employee satisfaction. Can you guess the second predictor? It’s the quality of senior leadership.
The culture that a leader curates, encourages and exemplifies directly equates to the level of performance their organization can achieve. This process should be organized and intentional. In my recently published book titled “6,000 Dreams: The Leader’s Guide to a Successful Business Transformation Journey,” I wrote about these six pillars that are the foundation for building a culture of performance:
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