“Culture to an organisation is what personality is to an individual”
Organisational culture can appear to be one of those ‘fluffy’ terms we hear spoken about in the workplace, but which tends not be given as much ‘air time’ as ‘Business Development’, ‘Sales’, and ‘Financial Planning’, etc. I often hear business professionals say, ” I really need to focus on the ‘bread and butter’ at the moment, all that other ‘culture stuff’ frankly can wait”
A bit like a dog, dizzied by running around in circles chasing its tail, we can at times tend to ignore that which really matters and which has long term consequences, in favour of chasing the immediate and short-lived. Organisational culture is like the rails upon which a train runs. Though ensuring the comfort of passengers is of immediate importance, of even greater importance is the regular maintenance of the rails to ensure the safe and continuous running of the train. Indeed, where there exists a slight relaxing in the focus on the safety of the rails themselves, the consequences can be catastrophic for passengers – as we already know from unfortunate experiences.
These are economically challenging times: Europe is in a deep financial crisis – and the impact on organisations in the UK particularly, in terms of redundancies and reduced staff investment, is widely acknowledged. It is of course a natural human reaction of leadership to consistently focus, sometimes unknowingly, on the ‘hard’ bottom-line organisational functions which directly influence how the Profit and Loss Corporate balance sheet ‘looks and feels‘. But “what about the people”, I ask?? It is equally important to remember during these times that just like the train that needs a safe track to run on, so too do organisations totally depend on their people to ensure they emerge from through these challenging times – unscathed. Continue reading