Culture should be designed not merely accepted.
The point: You are taking the role of Cultural Architect.
- The Key: Your culture is dynamic, not static. So it must continuously be redesigned as the context changes and your goals change.
- You cannot do that if you are not an archaeologist.
What I Mean: Investigating what is happening.
- Not just what did you set, what happened.
- What are the unexpected implications and repercussions of the culture.
What I Shared with our Team:
- Our culture hides deficiencies in competency and exposes deficiencies in character.
- Which means: We have to be mindful of skill development or we’ll all love working together and go nowhere.
- The greatest enemy to our culture is telling someone about a problem who cannot solve it.
- Which means: We’ve got to be clear on that.
- We removed the upper level perks
- We’re making it increasingly difficult to work here if you care about anything other than lives changed.
Now that I’m aware I lead differently.
- The context has implications on your culture and your culture has implications on your leadership. Know what those are as an archaeologists so you can better do the work of an architect.
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