What exactly are you dealing with?
Every company has its own 'culture': the values and norms that determine what is and is not appropriate behavior for the organization. Culture determines how people work with each other and is pre-eminently formed by the people themselves. All day, every day. Culture changes through the group and people change through culture. Simple right?
But what if the culture is actually not a culture at all, but a cult?
management knows best
Most organizations and companies do not realize that they have more characteristics of a cult than of a culture. An example. Presenting the core values to all employees after an away day with the MT. Sounds very normal but that already smells like a cult. The culture belongs to the whole group. And not just from the management or the boss. He can never determine on his own what the 'new' norms and values of the group are. The 'inventing' of core values in a heist session - without really having them nurtured by the group - is therefore not about culture, but about cult.
What characterizes the corporate cult is the degree to which control is exercised over the thinking and behavior of employees. This starts with recruitment, where employees are screened for 'whether they fit'. Once inside, they see that onboarding processes and valuation systems reinforce the need for alignment. This determines the way people communicate, make decisions, evaluate each other and what the rules are for hiring, promoting and firing staff. In such a climate, individualism is discouraged and groupthink prevails.
Culture almost always starts unconsciously and usually through voluntary attunement. Who are we together? What characterizes our group and what do we stand for? A start-up 'just' has a certain culture. Coordination is easier with a relatively small group. The collaboration is usually also based on the same idea, the same goal. So they started a company. Making a difference in the world together. Then the culture is a reflection of that. That just makes as much sense to the founders as the process they agreed with a small group when they started. And then the company suddenly becomes bigger and protocols and frameworks are needed to manage everything together. The risk then is that the culture is 'invented', installed and enforced. The same risk exists for companies that have existed for a longer period of time. The culture (the origin of which has been buried under the dust) can easily turn into a cult with a leader who considers himself more important than the group.
characteristics of a cult:
Screening for a certain 'fit' when recruiting
Onboarding focused on dependency. These are the processes and protocols here. This is how you should behave and then you will be rewarded for this (incentives). ‘Alignment (asking permission) is necessary’ – is actively transferred and learned.
People are encouraged to think their workplace is super important. Mandatory Friday afternoon drinks, outings, weekend work stuff. Your life should be focused on your work – not your own program or personal life.
Typical jargon and forced customs. Code language and specific internal language use. Rituals and customs aimed at celebrating (worship) the top. Cheering and yelling (exclaiming company name) at a presentation by the CEO, for example.
Uniform clothing (dress code). I once worked for a company where I was not allowed to wear open shoes or jeans. It was not a uniform profession and the dress code really had no function or added value in this setting.
Pep talks, slogans, motivational and rousing team building activities (which do not involve dialogue) form the common thread.
characteristics of a culture:
Emerges, develops and changes (slowly) over time with a leadership team. Culture is passed on to the next generation and is therefore sustainable and future-oriented.
Based on shared values and goals of the collective (the people).
The leader produces leaders. The collective is more important than the ego or one's own position.
Culture works through dedication, involvement and decentralized decision-making in the workplace. Individual talents and strengths are recognized and incorporated.
Power is distributed at the top. Power is not from the top. Love and compassion are the common thread in leadership.
Rituals are part of the collective storyline that binds tradition and all generations. Not to subdue or convince people.
The proof of good leadership is the ability to unlock the potential of 'followers'. To get the best out of people - not to create a corporate culture that enslaves them.
Long story short
A corporate cult ensures that any form of individualism is brushed away. And that is ultimately bad for business. The rigidity of cult behavior hinders innovation and thus endangers the future of the company. So ask yourself: do employees believe in the company's vision because they understand and agree with the vision, or because they have to? Does the company encourage them to have personal lives? More importantly, does it encourage the individuality and nonconformity that lead to breakthroughs?
The proof of good leadership is the ability to unlock the potential of followers. To get the best out of people, not to create a corporate culture that enslaves them.
This requires managers at every level to: encourage critical thinking, value sound judgment, embrace individuality, exude authenticity, and tap into their employees' unique strengths and knowledge.
A thriving company culture means learning from the past, agreeing on core values, bringing together people who both compliment and challenge each other, communicate openly, have fun and work as a team. But it is also about a healthy debate - in which people can discuss certain values and standards and differ in opinion. When a culture stops embracing diversity and dissent, it - if you're not careful - becomes something of a cult.
Culture always exists between people. People are constantly on the move and cause change themselves. Every change has an impact. Culture is a temporary landing place in the midst of changes and systems. The culture provides tools and information about the meaning that people and teams collectively give to things and events. Analyzing and understanding culture is necessary to initiate positive change. Insight and clarity as the basis for change.
Want to know more about culture, change and making new connections? I'll be happy to help you.