Organizations that struggle with culture typically find, at the root of the struggle to create a dynamic culture, this dilemma: The leadership either is firmly rooted in the belief that their organization must be one of 2 polar opposites when it comes to leading and managing people:
1) Hire and train people who want a dependent culture (I’ll do anything you tell me to do, but I’ll do very little you don’t tell me to do, don’t expect initiative because you’re not modeling or encouraging that behavior)
2) Promote an independent culture (typically found in sales environments and/or workplaces where a large portion of the workforce is 1099/contracted employees)…Drive your own success, we’ll provide you little support but if you’re a self-starter, you can make it!
Exceptional organizations with uncommon cultures (the ones where everyone wishes they worked) have figured out the delicate balance between micromanaging and pushing people off a cliff. They’ve also embraced and understand the power of an interdependent relationship, where CEO, intern and all in-between understand that success of the organization AND development & growth of the individual are both priorities and intertwined on the journey to success. When fear of losing a valuable team member takes a back seat to giving them opportunity, visibility, credit and authority, legendary cultures emerge. It starts at the top…your leadership must make a commitment to truly be committed to people first, process second. Leadership also must be willing to grow into a place of maturity where they’re not threatened by the success of others. That fear can’t coexist very long in a healthy culture. At some point you’ll have to choose which one you’re willing to lose (the fear, or the healthy culture).
