Is Your Company Culture Eating Strategy for Breakfast?
We’ve all heard the quote, “Culture eats strategy for breakfast.” This means that no matter how brilliant your strategic plan is, it will fail if your team doesn’t share the right culture. It’s funny, though, how many companies cycle through leaders who focus on strategy but fail to nurture culture.
Oh, they all talk about culture. But do they really make a difference? Are they ready to do what it takes? Building or transforming a company’s culture happens in the trenches. We know the basics — share common values, speak to them constantly, and connect your words to those values. If you can’t do that, then you either have the wrong values or you’re saying something different.
If a leader think hosting large team gatherings and sharing what’s on their mind is enough, it isn’t. Cultural change requires deep, ongoing effort. The first step is to listen and understand what your team is saying and asking. This doesn’t happen through large surveys, though they can be a good start. True listening happens by engaging with teams at every level, not delegating this to your directs or HR. Otherwise, it becomes a game of telephone, where messages get distorted with individual biases as they pass through layers.
Teams can easily spot a cultural disconnect when what they hear from leaders doesn’t match their day-to-day experience. Leaders often miss this because they might live in a high-level cocoon. Few people will tell a leader directly about these issues. And if someone does, the leader usually checks with their directs and gets a different story, dismissing the original feedback as coming from a disgruntled employee. This is a mistake.
Another important point is avoiding absolutes. Yes, SMART goals need specifics, and moral and ethical scenarios are absolute. But most of life isn’t black and white. Just because a practice works for one team or person doesn’t mean it’s right for everyone. Speaking in absolutes about a practice can make everyone feel they must adopt it. Those who question it are often shamed. Instead, leaders should explain why, where, and when something applies. Being clear from the beginning that it does not apply to everyone, so it is never a mandate, and even going a step further asking for ideas and recommendations. This makes everyone part of the process, finding solutions that create value and ignoring those that don’t. The whole company then works together to solve problems, fostering a culture of collaboration and innovation.
A third key is bringing cultural norms to life within teams. Many companies assign this task to HR. HR professionals mean well, but they’re just individuals. If they start with “I know best” or rely on top consultants, they fail. Have you ever been forced to take boring HR-led training on inclusion or collaboration? Those programs often fail because they’re top-down, not engaging, and defensive against feedback.
Instead, I’ve seen success with bottom-up approaches. Remember when you were in high school, and every parent asked what you wanted to be when you grew up? It’s better to show kids the work, open up about challenges and learning, and let them decide. Similarly, effective culture-building involves engaging in activities that make everyone feel included and part of the team.
Recently, I attended a workshop on inclusion and collaboration that was different. It was engaging and interactive, creating connections for life and fostering a true sense of inclusion.
Building a culture requires leaders to go into the trenches and listen directly. It requires avoiding absolutes and being open to multiple possibilities. It requires engaging activities that make people feel they embody the culture.
If you are that leader that is awesome! If you know one, stick with them, and learn from them. I would love to hear about your experiences and learnings. Share your observations with us all so we can improve ourselves and can make a difference.
Until next time, Cheers,
Amit
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