Whilst the lyrics of this 1980s REOSpeedwagonsong describesan unwavering commitment since receiving clarity and direction, in an emotional setting, it is not unlike the emotional connection that every leader seeks when building a culture inside an organisation.Almost everything we think and do, starts and stops with people.

There was a traditional, and (hopefully) now delusional, mindset thatprocessis an organisations ultimatelever.From a business perspective everything that we engage in the strategy sensing, the risk mitigation, the operational intervention, the stakeholder management, the reporting and governance whatever it is, is all about people creating this success (or not) within a culture or environment that enables it (or not).Great people are developed by good leaders. It doesnt just happen.

The intentional distinction between good and great is the obligation on todays Leaders regardless of business size or their managementreach, to not only develop the next level of succession but to enhance it. Quite simply, make it better.

Whilst process is a critical success factor in enhancing business performance, optimum output is created by people in a culture that prioritises these people.

The environment within which this is enabled is the culture,deriving from the Latincolerewhich means to tend to the earth and grow, or cultivate and nurture.There are many definitions and interpretations however for me it is simply, how a team behaves when no-one is looking.

If culture isthe how, yourorganisationalbackstory thatspecific internal narrativearound your reason for business being becomesyour why. This connection is cultures reinforcing loop, providing 24-7 feedback.

Whilstcultureisuniqueinevery organisation,it is the extent to whichemployees are empowered to be engaged, feel valued, and be heardthatenables a culture to thrive, or not. This istheresponsibility ofleadership whatever and wherever you decide that sits in your organisation inensuring that there is an alignment between the organisations bigger picture, its reason for being and the values and behaviours that its people desire to live and work by.

As culture is or should be a top-down influence it is leadership behaviour that determines not only team dynamics but also the recognition of people importance, based on displaying respect, encouraging learning, providing development, permitting empowerment, providing clarity, sharing values and promoting trust.

This equilibrium whilst hard work,is absolutely do-able, however it is very tough to maintain this balance through crisis managementbecausethrough this period of turmoilis whenreal culture is put to the test. When business fundamental decisions are being made and personal livelihood is at stake this is when you will really know how good, or not, your culture is and what your likelihood of success might be.

People are the central element of organisational change, so strategies that focus on systems and structures alone will fail.

I saw a post last week in which someone declared in the midst of this coronavirus pandemic and various stages of isolation or lockdownthat crisis defines culture. I disagree. Crisis reveals culture. It is this constant feedback loop that we refer to.

Ultimately, we are talking about employee engagement (or disengagement) and the connection that joins peopleandculture brings us back full circle to whether or not your people know whats in it for them.

The connector in this exchange is leadership and their ability to maintain organisational and individual health when trying tostop the bleeding to use crisis as an example to advocate a feeling of control that identifies stress as just a part of life whilst an unwavering commitment to the end game. Easier said than done!

ThisOrganisational F.E.E.L.I.N.Gaccording to,and for the benefit of your people,shouldincludeasmanyas possible,of the following7Top-DownMindShiftsto building a Modern Culture:

I dont recommend that we leave behind the traditional culture of honesty, integrity and encouragement for example.I do suggest however that once we have pre-constructed this foundation of trust, lets take it to the next level and accelerate a more self-sufficient culture of creativity, experimentation and empowerment to name a few.

Have you read? Worlds Best CEOs. Worlds Best Companies. Rich List Index (Top Billionaires). Worlds Most Powerful Passports.

Originally posted here:
Can't Fight This Feeling Why it Matters How A Team Behaves When No-one Is Looking - CEOWORLD magazine