Norms, beliefs and values in the new context
Action
Early in your time as a leader is a good time to start building your cultural audit, while local practices and assumptions can still seem obvious or strange to you in contrast to where you came from. Start building a list of cultural norms. Look and listen for the assumptions people have about what things should be done and how. Pay attention to communication, information sharing and decision making processes to identify how business processes can be facilitated or obstructed.
Risks/Opportunities/Surprises
Culture is more complicated than anything that can be found on a check list. While lists can help alert you to issues and themes they may also blind you to other cultural norms in your organisation. Ultimately it comes down to 'what is considered normal around here'. As such, critical cultural factors may be so pedestrian as to be unnoticed without serious inquiry.
A cultural audit can be as simple as noting down your observations. It could also be done by applying a methodology that analyses different situations you find yourself in. You can select an approach that suits your circumstances.
Over time you will start adjusting to local norms so it becomes harder to analyse them. The general tendency in people it to conform to what is normal in any given situation. This is why it is important early on to try and identify cultural norms and practices that you want to reinforce, build on or challenge and reform.
Early in your time as a leader is a good time to start building your cultural audit, while local practices and assumptions can still seem obvious or strange to you in contrast to where you came from. Start building a list of cultural norms. Look and listen for the assumptions people have about what things should be done and how. Pay attention to communication, information sharing and decision making processes to identify how business processes can be facilitated or obstructed.
Risks/Opportunities/Surprises
Culture is more complicated than anything that can be found on a check list. While lists can help alert you to issues and themes they may also blind you to other cultural norms in your organisation. Ultimately it comes down to 'what is considered normal around here'. As such, critical cultural factors may be so pedestrian as to be unnoticed without serious inquiry.
A cultural audit can be as simple as noting down your observations. It could also be done by applying a methodology that analyses different situations you find yourself in. You can select an approach that suits your circumstances.
Over time you will start adjusting to local norms so it becomes harder to analyse them. The general tendency in people it to conform to what is normal in any given situation. This is why it is important early on to try and identify cultural norms and practices that you want to reinforce, build on or challenge and reform.
Action
Review the items you noted about what people think is normal in the organisation to identify the rules and values people use. You can use this knowledge to help you negotiate with people to get results.
Risks/Opportunities/Surprises
How resources allocation decisions are made and who has access to decision makers are examples of practices that can highlight cultural assumptions, something not obvious in business plans. Sometimes assumptions and practices may even contradict formal plans and organisational strategy. In some organisations, different sections may actively cultivate a culture that contradicts the organisational values, priorities and commitments.
In multi-national organisations, you may need to learn about the culture of origin of significant stakeholders and their institutional experiences. Otherwise their actions and messages may be misinterpreted by you and vice versa.
Review the items you noted about what people think is normal in the organisation to identify the rules and values people use. You can use this knowledge to help you negotiate with people to get results.
Risks/Opportunities/Surprises
How resources allocation decisions are made and who has access to decision makers are examples of practices that can highlight cultural assumptions, something not obvious in business plans. Sometimes assumptions and practices may even contradict formal plans and organisational strategy. In some organisations, different sections may actively cultivate a culture that contradicts the organisational values, priorities and commitments.
In multi-national organisations, you may need to learn about the culture of origin of significant stakeholders and their institutional experiences. Otherwise their actions and messages may be misinterpreted by you and vice versa.
Action
Talk with your boss and other reliable sources in the organisation about what are acceptable and unacceptable ways of dealing with people to get results. Cross check what people say with stories of what actually happens. Organisations often have mixed messages about how things are done. Examples are found in statements like, “This year our priority is technical excellence. Also, this year we need to cut the training budget and we have put back implementing the new system...” Take steps to clarify contradictions in operational guidelines, policies and briefings.
Risks/Opportunities/Surprises
People often espouse one theory about what is acceptable but without realising it engage in very different behaviour. Don't accept at face value what you are told about expectations. The real story is often more complex or subtle. Check it with the history of what actually happens.
Trying to get results in ways that ignore cultural norms can undermine a transition. It is not only important to get things done but also to do them in a way that makes sense to others in the organisation. Otherwise, they might overlook your achievements, distracted by the maverick way you appeared to go about them.
Talk with your boss and other reliable sources in the organisation about what are acceptable and unacceptable ways of dealing with people to get results. Cross check what people say with stories of what actually happens. Organisations often have mixed messages about how things are done. Examples are found in statements like, “This year our priority is technical excellence. Also, this year we need to cut the training budget and we have put back implementing the new system...” Take steps to clarify contradictions in operational guidelines, policies and briefings.
Risks/Opportunities/Surprises
People often espouse one theory about what is acceptable but without realising it engage in very different behaviour. Don't accept at face value what you are told about expectations. The real story is often more complex or subtle. Check it with the history of what actually happens.
Trying to get results in ways that ignore cultural norms can undermine a transition. It is not only important to get things done but also to do them in a way that makes sense to others in the organisation. Otherwise, they might overlook your achievements, distracted by the maverick way you appeared to go about them.
Action
Assess where culture is healthy or unhealthy and implement a strategy for producing positive cultural outcomes. Work with people to help them identify the benefits or disadvantages that come with thinking and acting in different ways. Adjust systems and procedures to reinforce the practices you want.
Risks/Opportunities/Surprises
As noted above, people typically try to be normal and fit in with a group. If you are changing organisational values or practices, make sure people have the knowledge and skills to fit in. Ensure status symbols and rewards reinforce the way you want people to behave. Keep an eye out for anyone being left behind and take steps to help them adapt.
Assess where culture is healthy or unhealthy and implement a strategy for producing positive cultural outcomes. Work with people to help them identify the benefits or disadvantages that come with thinking and acting in different ways. Adjust systems and procedures to reinforce the practices you want.
Risks/Opportunities/Surprises
As noted above, people typically try to be normal and fit in with a group. If you are changing organisational values or practices, make sure people have the knowledge and skills to fit in. Ensure status symbols and rewards reinforce the way you want people to behave. Keep an eye out for anyone being left behind and take steps to help them adapt.
Action
People's paradigms, their frameworks for making sense of the world, often dismiss or discredit information that does not fit. Develop negotiation strategies so your priorities make sense in different people's paradigms. You may also need strategies to deal with gaps between people's values (including your own) and dominant values within the organisation.
Risks/Opportunities/Surprises
Sometimes, some people are simply not very nice. There are even corporate psychopaths to be managed. Be prepared to work with people you would never dream of inviting into your home.
People's paradigms, their frameworks for making sense of the world, often dismiss or discredit information that does not fit. Develop negotiation strategies so your priorities make sense in different people's paradigms. You may also need strategies to deal with gaps between people's values (including your own) and dominant values within the organisation.
Risks/Opportunities/Surprises
Sometimes, some people are simply not very nice. There are even corporate psychopaths to be managed. Be prepared to work with people you would never dream of inviting into your home.
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