Why 'Culture First' leaders will always succeed
The one thing proven to not only provide an immediate uplift in team or organisation performance but to also ensure that these performance standards are continually maintained is a commitment to invest time, effort and energy into actively building culture.
Managers are starting to understand this and are becoming more curious about how to do it. From building empathy between team members, to taking the time to celebrate success, there is now a growing recognition - from forward thinking people - of the value of building culture before an improvement in performance can be expected.
Yet, despite the evidence of the benefits of building culture first, it remains the least popular approach to goal achievement. Largely this is down to the fact that managers aren’t taught how to do it, but also, because it doesn’t feel like the right thing to do (which is of course exacerbated by the fact that so few have seen those above them do it!)
This is highlighted by research from McKinsey last year, who found that only 25% of employees found their leadership team to be inspiring and fit for purpose. Similar research from Gallup found that over ⅔ of employees saw a vibrant, high performing culture as a ‘pipe dream’. Whilst 32% of high potential employees indicated that they wouldn’t tolerate ineffective leadership and would look to move to a company that values culture.
In my experience, there are three leadership styles that I witness more than most. Each has a different approach to goal achievement, but as you’ll see, it’s only the ‘Culture First’ leader that can achieve success over the short, medium and long term.
The three styles are:
The ‘Results First’ leader (RFL):
This leader is focused solely on an immediate return to performance. They direct people’s attention to the goals - regardless of whether they are sales numbers, financial targets, points to be won - and are unapologetic in the tactics they employ to achieve them.
They tend to be very direct in their language and will use phrases such as ‘suffer no fools’, ‘back to basics’ or ‘strip out the dead wood’.
Culture is of little concern to the RFL. Indeed, often they will see that taking a more humanistic approach to work is a weakness to be addressed. They see the cost of building culture as too high and try to convince others that their way is the only solution. No money will be made available for individual or team development but bonuses and/or kudos will be distributed to those who hit targets, regardless of how they are achieved.
Short term gains are possible under the RFL, however, the risk is that the combatant culture created on their watch will lead to the loss of the very people that can sustain performance over the long term or, worse, a toxic culture can arise which could tarnish the reputation of the company or team.
The RFL is seen as someone who can ‘get things done’, yet when this is at the expense of the mental and physical health of employees, then results (and engagement of staff) will be short-lived and will likely lead to substantial, enduring cultural and reputational damage.
The ‘Stability First’ leader (SFL):
There is often much to admire about the SFL. They take a measured approach to culture and the results that need to be achieved. Not for them is the warlike rhetoric of the RFL, they are friendly, open to conversation and say the things that people want to hear.
Phrases such as ‘take time to listen’, ‘assess all available options’ and ‘work with you all’ feature heavily in their language and their more empathetic style will be welcomed, especially if this was not evident in a previous leader!
As the name suggests, the SFL doesn’t like to rock the boat. The time they take to listen will often turn into months and the promise of change eventually dissipates as the status quo is maintained. The tough decisions required to turn the team around - or to produce continual performance - never seem to get made and people start to question the approach being taken.
The SFL will talk a good game about culture and will look to take some deliberate steps to project the right image. Purpose, vision and values may be developed, however, the budget available will be limited, or else they’re done badly and reinforce the status quo. Old fashioned approaches to people development will be maintained as it’s ‘what people are used to’ and when money is tight funding for culture or people development is almost always removed.
There will be a lot of love for the SFL, however, apathy will often set in and the team or organisation will return to average result achievement as the consequences for poor behaviour or performance will never be addressed head-on. The culture is often pleasant, and lacks the determination to succeed.
The ‘Culture First’ leader (CFL):
Ironically, the CFL embodies traits of both the ‘Results First’ and the ‘Stability First’ leaders. They will be focused on the immediate challenges (and targets ahead of them) and will also want to take the time to listen and take stock of where the team or organisation currently stands.
Phrases they use include, ‘we are in this together’, ‘no one person is bigger than the team’ and ‘my job is to help you to do your job'. They will also be good at showing humility, compassion and empathy.
However - and this is the key difference - they continually work on building and evolving the culture of the team to meet the challenges and opportunities that they have today. They recognise that different experiences are required to lift not only the engagement of the people on the team, but also the results too. CFLs understand the link between happy people, a sense of belonging to the team and productive work and put steps in place to address what’s missing.
They work with the HR manager to develop a suitable culture budget and ensure that development programs are aspirational. They focus managers (supervisors, coaches etc.) on the skills required to build relationships, develop trust, provide feedback and create the conditions for efficient subcultures that contribute to the organisation goals. They also measure the progress they’re making through the use of pulse surveys or check-ins.
CFLs are excellent at setting expectations and holding people accountable to them. They actively performance manage those that aren’t committed to the desired culture (not the results) and elevate those that demonstrate the behaviours required to be continually successful.
They recognise that performance doesn’t immediately change, and stick to their proven approach knowing that it will eventually bear fruit. They are good human beings that put time into building relationships and are role models for how they use their time.
The CFL will never compromise the culture with short-term thinking or take credit for the ultimate success that the team will achieve. Their dopamine hits come from the nice things that people say about them and the team that they’ve built, not the title they have or the lifestyle they lead. Employees will never forget working for a ‘Culture First’ leader both for the happiness they felt and the results they achieved.
Every team, department and organisation should prioritise development of ‘Culture First’ leaders. Not only will they achieve the results in the short to medium term, but they will also build a reputation that becomes a magnet for other high potential people and in this way, performance is sustained over the long term too.
Are you looking to turn positive cultural
intention into demonstrable results?
Every year, Colin works with organisations around the world to help them do just that. Contact Aileen at hello@colindellis.com to arrange a free, no commitment, 40-minute call with Colin and we’ll produce a Culture Blueprint for you on the work you need to do to fill your culture gaps.