The Best Leaders Don't Shout by Bruce Cotterill

Author:Bruce Cotterill [Bruce Cotterill]
Language: eng
Format: epub
Tags: -
Publisher: Bruce Cotterill
Published: 2018-01-03T00:00:00+00:00

Company cultures are often

NEGATIVE.

There are businesses where nothing

happens on time.

Meetings start late.

People are slack.

And deadlines are repeatedly missed.

Or we see businesses where poor performance is accepted and underperforming individuals are seldom brought to account. As a result, underperformance is deemed acceptable and becomes the norm.

At the other extreme I see happy organisations, with high levels of social interaction and enjoyment among the team and people who do a really good job. Or I recognise ‘can-do cultures’ where innovation is strong and energy levels are high. I have also witnessed, particularly recently, very serious organisation cultures that do outstanding work; for example high-end medical practices, where, quite rightly, the focus is on delivering outstanding clinical outcomes.

In fact, the outside observer doesn’t have to hang around an organisation for long to start to understand the culture of the place.

If you are an existing leader and you have been in your position for some time, it might be worthwhile revisiting what your team culture really looks like, and what it says about you and your colleagues. If you are new to your leadership role, chances are that you have already formed a view of what the current culture entails and what needs to change.

But you might need to keep the following in mind. Changing a culture for the better is a challenging process. You have existing processes, people and ways of dealing with things that will be ingrained in the organisation and as a result will take a lot of effort to change. And here’s the most important point. Setting out to change the culture won’t work. As leader you should not set out to fix the culture. You have to set out to change what’s wrong with the business. Get the business doing the right things and the culture will follow.

The culture that evolves on your watch will ultimately reflect your own behaviours, the characteristics you personally demonstrate and the way you lead. Having been on both the inside and outside of various businesses as they have undergone dramatic cultural change, I believe that culture is a function of three components. I describe those components as follows:

C = L + S + V

where

C = Culture

L = Leadership

S = Standards

V = Values

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