How is Your Company Culture?

By Mike Kind on January 28th, 2010

Working with CEO’s whether through our peer groups or on site repositioning their companies, the first order of business is always the same; helping them understand the importance of the culture of the organization and more importantly the impact that they have on it. We’ve all heard about the “culture” of the company. There is a major difference however between “talking” about it and “making it happen”.

Unequivocally, change has to start at the top. With you. It is the CEO that “sets the tone” of the organization.

I’ve been involved with companies that run the gamut – from CEO’s that are –

1. Self centered and egotisitical – the “it’s all about me” guys.
2. The CEO’s who are anal and micro manage.
3. The ones that are always working “in the business needing to / making it happen”.
4. The ones that are true leaders, nurturers, cheerleaders and coaches.

It is latter that you want to get to regardless of company size.  If you’re not already there, unfortunately, it’s a process that takes time AND work.

Here are some steps that will help you identify the culture of your organization and how to address it –

• If you feel that your employees don’t work hard enough, only seem to be there for a paycheck or simply don’t work well together, you need to hold yourself accountable and realize that it’s up to you to change this. If it’s an isolated issue, remember “it’s about attitude not ability” and it can be dealt with as per my post.
• If you fall into either 1, 2 or 3, experience has shown me that this is lack of confidence on the part of the CEO caused by what I call “the business running them instead of them running the business.
• You can address this by garnering the knowledge to take control of the business. Some people get MBA’s. History has shown me that the experience we garner running our companies is at least the equivalent of getting an MBA. (Note: I can personally vouch for that as I went back to school after 25 years and got my MBA after selling my business!) When I was asked that particular question, I said that what the MBA did for me was “validate” what I already knew. (Confidence).
• I received a call yesterday from a CEO that said to me that they “felt like they were on an island” running the business. This is a great example of someone that realizes they need to get to step 4.

There are other resources. When I was building my company, I had a partner that I confided in and I installed a board of advisors. I found this to be helpful.

Today, whether it’s on site, guiding the repositioning of the organization or through the Peer Group process, the strategy is always the same. Provide the CEO with the knowledge to be able to confidently manage their companies. The important thing to remember is that you need to be open minded and willing to learn. Without that, you will never be successful. NONE of us have all the answers.

The important point is to never lose site that it is you, the CEO that is ultimately accountable and that the first order of business is to set the proper culture within the organization to be successful.

For more information on WhatTheyThink Peer Groups, click on: http://members.whattheythink.com/peer-groups/