Telling
employees they own culture is a bit like telling HR to think like business
people.
Let me
explain that, because it's fair to expect HR professionals – especially those
with business partner in their title - to approach problems with
a business lens. But here comes the
‘but.’
The business people who say HR
should think like business people tend to earn a lot more and have a much higher
stake in the business than an HR partner.
So what, you ask?
Well, as a
result, these ‘business people’ tend to be more focused on cost cutting measures
to drive up share price and their own bonuses than investing in vague-sounding
things like engagement. Unless, of
course, it drives up EPS and is cheap to implement. Or better yet, free.*
*OMG – I just realized telling employees they
own culture is free. Well, that’s that explained, then.
We could even argue HR folks are the best business thinkers in the company because they understand the importance of things that are difficult to measure, but that's not the kind of 'business thinking' that's meant.
While
it’s true HR needs a business lens, few businesses hire ‘business people’ as HR
business partners. Therefore, they
shouldn’t be surprised most HR folks think and talk like… well, HR folks. If you want your HR business partner to think,
act and talk like your Chief Revenue Officer, you’ll need to recruit, reward and design this role differently.
Note that HR business partners with amazing
networking, business acumen and storytelling skills quickly graduate to higher
paying pastures. That should tell you something.
Same deal
with employees and culture. Do employees own culture? Certainly, everyone
owns their own behaviour at work but
let’s not forget the human tendency to observe others and imitate what
works. If people seem to get ahead
by hoarding information, taking credit for teamwork, spending more time
socializing than doing actual work, or shooting down ideas, guess what
behaviours will end up becoming the norm?
Whereas if
toxic behaviour is promptly addressed, ideas are welcome, meaningful
collaboration encouraged, teamwork rewarded, and helping others recognized a
very different kind of culture will emerge.
I realize positive examples can inspire positive behaviours, even in a dark place, but bad
behaviour tends to spread if unchecked. Inevitably,
others follow suit, which encourages others to do the same because it seems to
be how things are done.
In a place where no one can be trusted, only a
fool trusts or is trustworthy.
So, who owns culture? Everyone in the
organization participates in and has some accountability for culture but the
‘owners’ are the leaders and decision makers - the choice architects - who set the behavioural example; design roles and incentives; decide who to
hire and promote; and determine which behaviours to accept and encourage.
Making employees responsible for culture isn’t
great leadership, it’s lack of leadership.
Interested
in learning more about how design thinking can be used to create a better company
culture and work experience?
Here are
some resources to get started:
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