Creating a Collaborative Culture – Part 2

In Part 1, we saw how difficult it can be to identify our cultural environment. At the same time, we learn to operate within its accepted standards.

But what happens when our culture is put to the test? And how do we shape it into something better?

Let’s take a look.

Culture under pressure: the true test

A team's or group’s culture shares many hallmarks with a person’s character, and both represent our destiny:

“For individuals, character is destiny. For organizations, culture is destiny.” “What’s the best way to build a brand for the long term? In a word: culture.” ~ Tony Hsieh (Zappos)

What's the best way to see a person's true character? Take a look at how they work, act, and respond under pressure. It’s the same for a company. One of the best ways to see company culture is to watch how it performs under pressure. The COVID pandemic gave us no better opportunity to see both character and culture under intense pressure.

We see examples of corporate culture all around us. I have several blogs waiting to share stories and examples of remarkable culture seen in companies like Continental Airlines, Ford Motor Company, and Disney. I will contrast this with recent examples of outrageous culture, such as Boeing’s role in the 737 Max crashes in 2018 and 2019 (as documented in the film "Downfall: The Case Against Boeing") and the appalling example of culture shown by P&O with their mass staff sacking in 2022. Earlier this year, P&O made its staff redundant with immediate effect in a two-minute, thirty-second pre-recorded Zoom event. This action was not in line with their declared culture, as published on their website.

In 2022, P&O made its staff redundant with immediate effect in a two-minute, thirty-second pre-recorded Zoom event — not exactly reflective of a good company culture. The effects are still being felt, as documented by YouGov:
"Perceptions of P&O Ferries are improving but remain some way off where they were before the scandal.” YouGov.

P&O’s culture was exposed for what it is, rather than what it claimed to be. The old adage rings true: "Actions speak louder than words; don't listen to what people say, watch what they do."

What this means for you: how to change

I used to say that it’s remarkably easy to give up smoking — I know because I’ve done it loads of times. When I finally stopped for good, there was a key difference. I started to think of myself as a non-smoker, not a smoker trying to stop. 

Similarly, I've struggled with my weight for most of my adult life, and the times when I’ve managed to shed pounds, I’ve been most successful when I thought of myself as someone who is fit and healthy and acted accordingly.

The difference in both cases was that I asked myself, "What would a non-smoker do?" or "What would a fit, healthy person do?" and then did that. I pre-decided my response to situations based on my desired conduct, and I was intentional. I reinforced this by monitoring my alignment and effectiveness in relation to my goals.

It works the same way when developing any aspect of personal character or corporate culture. To improve culture, you need to notice it, spot it in action, or measure it — then strengthen it and observe the results.

“People don’t do what you expect; they do what you inspect.” ~ Louis V. Gerstner, Jr.

Becoming collaborative: applying the value to our character and culture

Some years ago, I identified three particular values I hold dear, and I wanted to strengthen them in my character. I remember them using the acronym PIE:

• Passion: I have a clear purpose, coupled with an eager desire to make a sustainable, measurable, worthwhile difference.

• Integrity: Genuine integrity leads to influence that makes a difference.

• Empathy: I recognize, seek to understand, and value different perspectives.

These values are important to me, to my family, and to my business. They are crucial on my journey through life. While I still work on them and fail from time to time, they remain at the top of my aspirations. I measure progress by reviewing my failures — both omissions and commissions — and by pursuing ongoing education and growth.

In the same way, any strategy for change within a company needs to be driven by leaders passionate to make it happen. So if we want a more collaborative culture in our organisations, we need to implement the value personally and corporately, putting into place measures to keep us on track.

It doesn't happen overnight, but as we focus on being collaborative, supporting our teams, and acting in line with the values we promote, we create a culture that strengthens our organisation and its people.

Next steps

• Consider how you and your team fare under pressure.

• To improve collaboration in your team, consider using Patrick Lencioni’s Working Genius framework. It’s among the best models I’ve used for helping team members understand and appreciate each other.

• If you’d like executive coaching or management consultation to help you explore your values and culture further, I’d love to help.

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Attributions

Photo: Christina Morillo

Copy & Content Support: Will Salmon