Much sage advice is continually written on how to create, sustain and manage company culture; in fact, a Google search on company culture will net you more than 71 million results! One of those results, Deloitte’s 2016 Global Annual Human Capital Trends report, shows that 86 percent of the more than 7,000 businesses that responded cite company culture development as one of the top three most important and identified business needs.
As leaders and managers of others, we have to take company culture seriously, as it is a critical part of the health of a company. How do I know? Because employees say so!
One of the most important underpinnings of building and maintaining positive corporate culture rests on a simple concept – accountability. Merriam-Webster defines accountability as “an obligation or willingness to accept responsibility or to account for one's actions.” A great influence a company’s culture, accountability can be either profoundly positive or negative, depending on the scenario.
The Culture of Me
Have you ever encountered managers or peers who believe accountability is just about serving themselves? They claim to buy into the company standards and the company goals; however, they simply seek personal accountability. These are the managers who feel their employees are pawns in their quest for greater recognition or power. These are the peers whose primary objective is to look better to the boss. They take personal credit for the goals and accomplishments of the team.
Conversely, these are the same people who are all too willing to cast blame on their direct reports or peers when things just do not go as planned, or when the department falls short of the goal. This is the classic “Culture of Me” – the idea that company culture is great as long as it is centered on that person.
This is toxic on its best day and extremely corrosive and detrimental to the health of company morale and culture. Employees want to care but it is difficult when they see this type of behavior. Accountability should include everyone.
The Culture of We
Have you ever encountered the department or company that just gels and accepts accountability as a team? You have seen it – that department or company that just coalesces around expectations and goals and succeeds through consensus-building. Everybody outside this company or group wants to be a part of it – it has “street cred.”
The existence of these groups or companies is no accident; in fact, there is a solid reason for it. It starts with a leadership vision and a plan to only hire and retain people that fit the company or department and the culture you are trying to sustain. Outliers do not exist in this environment – accountability exists for everyone in equal doses.
Without question, this is a tough principle to consistently adhere to; however, the morale and productivity – and therefore culture – so important to you and your company will be rewarded in the long run.
According to Investopedia.com, “company culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.” If your company is one of the many that works diligently to create a thriving company culture, hiring the right people to fit that culture is paramount – as well as holding current employees accountable to them. Without this strategy, the culture you work so hard to build can easily be damaged.
Ric McCullough is COO for PSA Security Network. To request more information about PSA, please visit www.securityinfowatch.com/10214742.