Workplace Culture – One Size Does Not Fit All
Which company culture is best for productivity and getting the best out of your people – blind obedience, informed acquiescence or self-governance? Are those really the only choices? Sounds a bit loaded to me, like, “What do you want for Christmas – a piece of coal, a pair of socks or a pony?” Coal and socks might seem old-fashioned but they’re functional and damn handy in the right circumstances. A pony might seem like the obvious choice but ponies aren’t for everyone, they require ongoing investment and often they’ll give you another gift for which you’ll require a shovel.
A recent article in The Economist about corporate culture contrasted the view from the top versus the view from the bottom. Bosses disproportionately perceive their organisations to be self-governing, awash with inspiration and driven by values rather than profits. The study was commissioned by Dov Seidman, author of the book ‘How.’ The basic thrust of this book and surrounding consulting empire is that it’s not what you do these days, it’s how you do it on which you’ll be judged. (I cannot prevent myself at this point stressing that the foreword to the book is by one President Bill Clinton which, albeit in an unintentionally ironic way, goes a long way to proving that it really isn’t what you do these days, it’s how you do it on which you’ll be judged.)
Seidman talks about the different categories of company culture - from the command-and-control military style of ‘Blind Obedience’ to the less-bad ‘Informed Acquiescence’ with its rules and carrots and sticks to the sleek and shiny ‘Values-Based Self Governance’ resplendent with missions and inspiration. I see his argument visually as that classic ‘Evolution Of Man’ poster with Neanderthals evolving to the modern whatever we are. (Hint: Command-and-control leaders are supposed to be the Neanderthals in this picture.)
Of those surveyed, 43% felt their company was in the ‘Blind Obedience’ category, 54% felt their company was in the ‘Informed Acquiescence’ category and a mere 3% had achieved the supposed ‘Self Governance’ nirvana. I did the maths. That adds up to 100% which means those surveyed were only given three mutually exclusive choices. Are they really mutually exclusive? Wouldn’t it be more useful and realistic if they could co-exist in a managed way?
I’m always a bit wary of surveys that end up in articles. Time Magazine reported one recently declaring that 78% of burglars regularly use social media to choose and / or plan their crimes. So when you ‘check-in’ via FaceBook to that out-of-town resort hotel, you’re declaring to the world that you’re not home and your high definition everythings are unattended. Who are these burglars that they’re surveying!? And even if it did satisfy all the criteria supposedly reputable survey companies say are necessary, maybe the burglars being surveyed have their own motives other than the noble truth? Maybe employees might too? (85% of my friends think I’m being cynical about surveys.)
Are these cultures really mutually exclusive and is one better than the others? The answers are, “No” and, “It depends.”
In his book ‘Drive’, Dan Pink writes about the uses and limitations of extrinsic motivations (carrots and sticks.) He says that they have their place and can be very effective in simple, mechanical, programmed or scripted task-oriented roles. Studies repeatedly show positive correlation in those type of activities between incentives and improved performance. You reinforce the behaviours that you think you want and you get more of them but that is not a universal truth. If a task calls for “even rudimentary cognitive skill”, larger rewards lead to poorer performance. Thinking tasks require thinking people and they are internally motivated by autonomy, mastery and purpose. Carrots and sticks don’t work for those people in those roles.
We need to nurture a culture for these people that allows a range of self-direction, develops them beyond their immediate work itself and plays to people’s inherent need to feel like they’re part of something bigger. Chances are, you have people like this in your workplace as well as those with routine task-oriented roles. The same culture won’t work for both groups. So it seems company cultures are like pants – one size does not fit all and you really can’t operate professionally without them.