Here Are 7 Indicators That It’s Time to MEASURE Your Organizational Culture

Here Are 7 Indicators That It’s Time to MEASURE Your Organizational Culture

Every day, businesses big and small search for a silver bullet to their inefficiencies. They’ll try things like training, reorganizing teams, adding new hires, and other initiatives, but they rarely work. While each of these has the potential to make a positive difference, they share the requirement that they have the backing of the company’s culture in order to be implemented successfully.

Through an audit of the company’s culture, in-depth cross-functional interviews, and other diagnostic techniques, you can learn more about the stumbling blocks at the heart of your persistent problems. Here are seven good reasons to learn about your company’s culture so you can stop putting out flames and start actually solving problems.

#1 Maximize Training ROI

Have you ever attended a class and gained valuable insights, only to return to your workplace and have all your plans for putting those insights into practice met with immediate resistance? Therefore, the organization’s investment is not as fruitful as it could otherwise be, and essentially nothing changes.

Because… aspects of your company’s culture are hindering creativity, trust, and initiative. People are preoccupied with their own lives and routines. Training implementation strategies that not only effect the competency of individuals, but also evolve the organizational culture, may be developed by identifying the ROOT CAUSE of WHY this is happening and the positive components that can be used to Evolve the culture. It would have been helpful to do a cultural audit of the company.

Using the OCEAN Organizational Culture Assessment Instrument as a baseline, you can determine where your company’s culture currently stands and where it needs to go with regards to training and development.

#2 Maximize the Passion and Excitement of New Hires

You’ve just hired a new manager who has impeccable credentials and extensive experience; you’ve decided to pay them $10,000 a month because they’re worth it. There will be a period of adjustment during which they are not yet totally competent, but they are eager to make a significant contribution anyway. until people begin to see how the walls between departments are impeding their ability to get work done. It seems like too much effort is required to convince people to back this new fantastic recruit, so they end up mired in departmental infighting and cease coming up with the brilliant ideas for which you hired them. as a result, they fall into the category of “Under Achiever,” defined as someone whose actual performance falls at or below 68% (based on a DCI Study).though you continue to send them $10,000 monthly.

OOPS! That’s a loss of 32% of wage investment that may be recouped with the results of an Organizational Culture Audit into the reasons for the loss. If you had the communication insights and emotional map to turn things around, you could find the cultural hooks that hinder motivated cross-departmental cooperation and communication and remove or change them. You don’t have to figure it all out on your own, though; expert organizational culture consultants can help you pinpoint and address the underlying problems that are dulling your company’s competitive edge.

#3 Maximize Team Efficiency

Have you ever seen how adding a high performer to a high performing team may cause everyone on the team to perform poorly within two weeks? Have you ever taken a mediocre performer and placed them on a team of mediocre performers, resulting in the team’s performance far exceeding all expectations? Few people realize that understanding what drives team members most can help forecast the team’s success. True, but… You may see WHY your teams are underperforming, why they seem to have difficulty attaining KPIs, and why they are cliquish when we add “Motivational Fit” to an Organizational Culture Audit via focused cross-functional interviews. But the perfect high-performing team is within your reach. Patterns that can be altered become apparent when the principles of Group Dynamics are applied to more than one group with different styles of leadership. but only once you’ve figured out what they are!

#4 Improve Communication Efficiency

You’ve made the process easy to understand. You pay close attention to depth and make sure you’ve got everything covered. You then follow up with a “Do you understand?” They enthusiastically exclaim “Yes!” and send you on your merry way… just to find out they did something totally different! Misunderstanding is, in large part, a product of our genetics and the way our brains process ambiguity (the brain’s Ambiguity Relief process). but most crucially, it explains why trust was broken and why it mattered. Watch this TED Talk about the problems with trust.

An organizational culture audit might help you get to the bottom of why some teams just can’t seem to get things done on time. The “Communication Danger Zones” and “Process Stoppers” in a team or department can be pinpointed by conducting a Colored Brain Communication Audit and comparing the findings to actual outcomes. There are often four situations that affect team effectiveness; this is because different procedures actually require different inputs to gain clarity.

  1. Communication gets jumbled because the team leaders have different processes than the team and are confident that their process is the best to achieve the objective.
  2. Action is slow because most team members have the same process and gain a limited perspective and lack diversity in approach.
  3. Because team leaders or members do not accept ideas or processes to achieve as viable, you feel unappreciated, and untrusted… which leads to less participation in problem-solving.
  4. Mistakes are made because people do not want conflict and just keep quiet

Due to the fact that our method appears so intuitive and “Common Sense” to us, we are quick to criticize those who don’t share our perspective. People feel devalued and disengaged when we project our judgmental sentiments and reactions, even if we don’t use the word “judgment” directly.
An organizational culture audit can help you fix problems like employee apathy and poor lines of communication.

#5 Identify Leadership Gaps

A control freak manages your organization. You feel uncomfortable whenever they approach your workstation because they always appear to want to know what you’re up to. Even the management is annoyed by your increased interest in the job. You find out later that the manager thought he was being “supportive” and helpful when he said those things. WHAT!?

What we see in the mirror depends on our tastes and worldview, but what others see may be radically different.

Each manager’s “Perception Gaps” can be detected with the use of an EDMA Management Mirror examination of the company’s culture. This is the disconnect between their actions and the actions others attribute to them, and how it impacts motivation, coordination, and creativity. The stages of cultural development can be deduced from this as well.

Along with the results of the communication audit, these findings shed light on the underlying reasons why your organization’s leaders and managers aren’t achieving their full potential and on how many of your managers and team members are UNINTENTIONALLY stifling morale in the workplace.

#6 Improve innovation

You have probably had numerous brilliant ideas that have led to streamlined operations, increased productivity, and happier customers. but people shoot down your ideas, so you keep them to yourself. You were employed by the company because of the value you bring in terms of creativity and aptitude, but it appears you rarely get to put those to use. As a result, both the business and yourself will become less effective and less motivated to tackle difficult issues.
There are four basic causes of a toxic company culture.

  1. A safe environment — without an environment where people can feel safe that they will not get blamed or grossly misunderstood, it is difficult to speak up, express ideas or act without permission or direction. A safe environment requires trust and awareness against judgment. This creates a platform for people to act and express themselves in their own way to achieve results. An organizational culture audit including the culture benchmark, organizational communication audit, and perception gap audit will identify the points where feeling safe is disrupted and set the awareness and system base to improve.
  2. Confidence in creativity into action — many people are not confident that their ideas are valuable and even in a safe environment, they may think it’s not worth mentioning or acting on even when their unique perspective provides insight others may not notice. This often happens with certain types of brain processors discovered in the communication audit, where, because their “creative process” is not the same as the perceived “mainstream creativity”, they feel they are not creative and that belief prevents them from acting on insights.
  3. Structure is not supporting change — if the evolution level of an organizational culture is less that the “Live and Let Live” culture, change is not a value (even if it might be listed as one), knowing the culture evolution through the OCEAN culture assessment instrument will identify where policies and leadership practices are negatively affecting innovation. Once these have been identified, using the behavior gamification and performance measurement tool: Squadli, you can gamify innovation behaviors.
  4. No innovation motivation — everything may be in place but innovation may be structured to take away from productivity… and leaders may not realize it. As human beings we generally have the instincts to be “valuable” and if procedures, policies, or leaders create bureaucratic practices around innovation that affect the time required to achieve this value, our decision are directed to the immediate tangible outcome more than a possible one from the time required to innovate. With the interviews in an organizational culture audit and the sustaining intelligence from the other tools, organizations can restructure processes to remove barriers to active innovation. Combine innovation gamification with Squadli and organization have both the push and the pull to achieve a highly innovative organizational culture.

#7 Alignment with a common vision and values

Is everyone on board with the present company values? Exactly what did you see? Like approximately 97.7 percent of the world’s working population, you probably can’t. Like learning a new language, if you don’t use it regularly, you’ll lose the ability to operate in accordance with the values and vision of your firm. Values might clash, after all. i.e., the distinction between excellence (implied by making few or no errors) and creativity (requiring some chance of failure).

An audit of the company’s culture can reveal whether values are at odds with one another, but more importantly, it can reveal whether or not your employees share those values and whether or not they share your vision for the company’s future.

After the audit is complete, the group can develop “Guiding Principles” in accordance with “The Ultimate Guide to Leading Organizational Change,” and then use the Squadli app to turn these principles into a game, resulting in not just a set of values to be memorized but a set of behaviors that are actually put into practice to produce the desired outcomes.

Organizational culture audits are not only exercise in finding data, they are about finding the best way people can be at their best and not only discovering the barriers, but how to break those barriers and crate an Ideal Work Environment that support people to personally succeed in the process of achieving organizational objectives.

Become a Certified Organizational Culture Consultant and help organizations VISIBLY change their organizational cultures in less than 80 days

Related Posts