Peter Drucker, the “father of modern management,” allegedly said “culture eats strategy for breakfast.” This means that no matter how brilliant your strategy is on paper, it won’t overcome a workplace where nothing works the way it’s supposed to. Many companies are frustrated with a lack of accountability and urgency. These are important cultural factors, but they’re two of many moving parts.
For CEOs wanting to drive cultural coherence, start here:
- Define the kind of workplace you want to be: Will you be a place of continuous learning, innovation, collaboration and social responsibility? How will you discourage complacency and reward achievements?
- Instill behavioral norms as characteristics of your value proposition and link them to business objectives. Codify how you behave with each other and with customers.
- Be clear on the business you’re in, the profile of the customers you serve and your message.
- Define excellence and connect the dots, so employees are motivated by a sense of purpose.
- Empower employees to have a sense of ownership, so they have the freedom to make good choices and take responsibility for their actions.
- Establish new norms for transparency; invite open communication and an inclusive and supportive work environment.
- Commit to never letting cultural performance fall through the cracks. Maintain high standards, and monitor and measure just like everything else.
