Summary
Highlights
Juan, initially working at company Alpha, where conflicts are openly discussed for better results, values confrontation. When he moves to company Beta, he encounters a different culture where conflicts are suppressed. His direct approach is met with discomfort, leading him to quickly adapt to Beta's culture of avoiding conflict, thereby internalizing the belief that confronting issues is negative. This cultural trait ultimately harms the company when difficult truths need to be spoken during crises.
Culture is defined as a set of shared beliefs learned through successes or failures, shaping behaviors and impacting results. Similar to how a fish is unaware of water, individuals are often unconscious of their organizational culture until they experience another. There is no 'ideal' culture, as it must align with the company's strategy; for example, an innovation-driven company needs a creative and collaborative culture, while a cost-leader requires a culture of continuous improvement and efficiency.
The senior leader's attention is a primary shaper of organizational culture. If a leader focuses on results, the company will have a results-oriented culture. If they prioritize market orientation, the culture will reflect that. Conversely, if a leader only pays lip service to values like teamwork without genuinely focusing on it, teamwork will remain a superficial concept. The leader's genuine attention and example are crucial for a belief to truly become part of the company's culture.
An anecdote about Gandhi illustrates this point: a woman asked for advice to stop eating sweets, and Gandhi told her to return in three weeks. When she did, he gave her the advice. He explained he couldn't advise her until he himself had stopped eating sweets. Similarly, true organizational culture is forged when leaders exemplify the desired beliefs and are genuinely committed to fostering them through their actions and sustained attention, not just directives.