The truth of this piece seems obvious, and yet it is frequently overlooked. Just as an individual’s self-view can be self-fulfilling, so can an organization’s. I was a VP at a small college that saw itself as poor and not very good, and guess what? Scarcity and mediocrity reigned. Anyone challenging that self-defeating narrative was slapped down. Commitment to inadequacy was an institutional pathology.
Great question! In a word, no. Much of the faculty and staff was ready to move to the next level, but the president and her closest advisors (of which I was not one) had no stomach for change. They were addicted to the status quo. We even had a report from outside consultants that argued we were squandering resources and wallowing in a scarcity mindset, and the response was an instantaneous rejection of the assessment. All this meant that I, as a change specialist, had to go.
Awe yes. Good old self reflection. Such an important process, yet how many people actually do it? I really like your example. Businesses are often working to implement changes and/or push a strategy through. There is always more work to do. Makes one wonder when will they make time to do this?
An interesting article. We discuss the cultural, principle, value, beliefs and vision of organizations in our Frontline Leaders course, as well as in our Field Training Officer School. Just a few observations we have made on this topic are:
In theory, an organization should have only one culture/vision statement/mission, but the reality of it is, as an organization grows in size, departments, sections, divisions and their sub-groupings grow, without a committed LEADER at the top of of the matrix, the organization's cultural will be like the telephone game. The initial message is nothing like the final message. Everything the LEADER says and does, has to reinforce organization's vision/mission/culture.
For organizations whose purported culture and values aren't consistent with behaviors of management, if I truly believe in the "official" culture and mission, I have to do at least two things. First, stay in the fight, and not quit. Secondly, the mission begins with me and my sphere of influence. I take ownership.
Lastly, we need to recognize there is the written culture, and there is the behavioral culture. I believe, this is where the ugly little three letter word, "ego," comes into play. The ego of the manager becomes the culture of the organization, thus how the organization is viewed. In many if not most organizations, the person at the top of the matrix cycles out far more frequently than those who make the organization operate. How the people who operate the organization views management, can have a profound impact on the decision-makers. High turn over, quietly quitting, or Retired on Active Duty. As leaders we decide. My ego, or OUR organization.
The truth of this piece seems obvious, and yet it is frequently overlooked. Just as an individual’s self-view can be self-fulfilling, so can an organization’s. I was a VP at a small college that saw itself as poor and not very good, and guess what? Scarcity and mediocrity reigned. Anyone challenging that self-defeating narrative was slapped down. Commitment to inadequacy was an institutional pathology.
Good morning Dr. Salvucci,
You make some valid points. Were you able to remedy the situation?
If so, how?
Thanks for your time.
Great question! In a word, no. Much of the faculty and staff was ready to move to the next level, but the president and her closest advisors (of which I was not one) had no stomach for change. They were addicted to the status quo. We even had a report from outside consultants that argued we were squandering resources and wallowing in a scarcity mindset, and the response was an instantaneous rejection of the assessment. All this meant that I, as a change specialist, had to go.
This is a remarkably familiar story.
Consultants come in, give a report, consultants leave.
Follow up consultants come in, assume the previous consultants didn't advise properly, give a similar report.
You probably will have found all the same recommendations were given by an internal group 12 years prior.
It means there are, too often, key people in the organization who have all the incentives to sabotage or slow-walk change.
Good morning,
Awe yes. Good old self reflection. Such an important process, yet how many people actually do it? I really like your example. Businesses are often working to implement changes and/or push a strategy through. There is always more work to do. Makes one wonder when will they make time to do this?
Thanks for your time.
Yep - gotta set up your own half time break.
But then do the work of actually going through the half time evaluation.
An interesting article. We discuss the cultural, principle, value, beliefs and vision of organizations in our Frontline Leaders course, as well as in our Field Training Officer School. Just a few observations we have made on this topic are:
In theory, an organization should have only one culture/vision statement/mission, but the reality of it is, as an organization grows in size, departments, sections, divisions and their sub-groupings grow, without a committed LEADER at the top of of the matrix, the organization's cultural will be like the telephone game. The initial message is nothing like the final message. Everything the LEADER says and does, has to reinforce organization's vision/mission/culture.
For organizations whose purported culture and values aren't consistent with behaviors of management, if I truly believe in the "official" culture and mission, I have to do at least two things. First, stay in the fight, and not quit. Secondly, the mission begins with me and my sphere of influence. I take ownership.
Lastly, we need to recognize there is the written culture, and there is the behavioral culture. I believe, this is where the ugly little three letter word, "ego," comes into play. The ego of the manager becomes the culture of the organization, thus how the organization is viewed. In many if not most organizations, the person at the top of the matrix cycles out far more frequently than those who make the organization operate. How the people who operate the organization views management, can have a profound impact on the decision-makers. High turn over, quietly quitting, or Retired on Active Duty. As leaders we decide. My ego, or OUR organization.
Thank you for the opportunity.