How are you doing?
Where are you now in terms of where you thought you would be?
How big is the gap?
The gap is an indication of how in touch you are with what’s going on in your organization.
If everything seems fine, does not mean it is fine. It could mean that people have just found ways around what’s bugging them, just biding their time, it can be the silence before the storm, or a host of other things.
Even if everything seems fine, how do you know what your employees are capable of if you don’t even think of finding out? How do you know if they are disgruntled or not, and if they are, what about? Do you know what’s going on in their lives? Do you care? [We are not talking about molly-coddling here, we are talking about moral support, if and when needed.]
Don’t think going out of business can’t happen to you – it happened to Kodak, IBM and a host of others. Some were able to pull themselves back from the brink, others could not. Complacency can be a killer.
If you think there is no gap, I challenge you to find out. Just remember asking your employees directly is likely to give you ‘a truth’ (probably a very watered down version of the truth, if that) but unlikely to give you ‘the truth’.
Company Culture Affects Bottom Line more than anything else
Company culture determines the unspoken (and mostly unconscious) rules of conduct, for interaction and communication, the pecking order, how to treat colleagues, subordinates, superiors, management, customers, suppliers, hired help. Who calls the shots, who do you need to watch out for, who can get away with almost anything while others get into trouble for the same thing, and a host of other aspects.
Company Culture, though intangible, and only noticeable to newcomers if they are very sussed, is the main determinant as to the well-being of a business.
The longer you have been ‘in it’ the more it is taken for granted as ‘the norm‘, you know: ‘the way its always been‘, and you are told: ‘the way things are done here‘. As long as these assumptions stay sacrosanct and do not get inspected because ‘if it ain’t broke why fix it‘, the more things can go haywire, become outdated, go belly flop or belly up.
Step 1: Assessment
Become aware of your company culture to get a more cohesive and collaborative collective effort to make things work… together.
Step 2: Diagnosis
Identify areas that are most at risk, most urgent, most pressing, will have the greatest impact, either positive or negative, then rank and prioritize them, identify who will champion/ implement the project/activity and the cutoff date/ milestones.
Step 3: Remedy
Identify training, interventions, skills development, adjustments that need to be made, set up a schedule and implement.