You can’t define culture, your culture defines you

Too often, organisational change programmes are approached with a rush to "create" a brand new culture.

Something has gone wrong, so it needs fixing. As much as it’s tempting, does it invite unintended consequences?

Could jumping to the solution risks missing an opportunity to refocus on the company's origin story, understand the formal and informal structures at play, and review the narratives emerging with and between staff, customers, and stakeholders?

Whether you're an emerging one-person start-up or a juggernaut with 15,000 employees, you already have a culture.

You can't simply create a new culture, but you can nurture and cultivate the one you already have.

To build a healthy high-performing team environment, we must delve into the complexities of the current climate.

We must consider the formal and informal structures, the unique challenges and strengths of the team, and the external factors impacting the company.

There's simply no one-size-fits-all approach when it comes to team culture - each team requires a tailored approach that takes into account their unique circumstances.

The diagram articulates the level of texture within an organisation, and they can be turned into questions:

• What’s our origin story?
• What’s the formal power structures and where does the social power exist?
• Do the control systems enable challenge, or evoke fear of challenge?
• What stories do employees tell others about our culture?

When you consider exploring what’s underneath the surface, resist the temptation to avoid the truth.

The truth is a perception and you might just find an anchor that guides your culture forward.