Why Your Work Culture Deserves Tender Loving Care

Forbes

5 hours ago

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Culture, it's been said, is how employees' hearts and stomachs feel about Monday morning on Sunday night.
If you're a leader in your workplace, organizational culture is arguably the only sustainable competitive advantage that's completely within your control. Is that a big deal? As Peter Drucker famously said, 'Culture eats strategy for breakfast.'
Organizational psychologist Laura Hamill has invested her career in studying culture. She was director of People Research at Microsoft and co-founded Limeade, an employee experience software company. Dr. Hamill brings both scientific rigor and practical insight to the topic of culture. Her book is The Power of Culture: Bringing Values to Life at Work .
Hamill talks about what she calls the concept of cultural betrayal.
'When a company's aspirational culture differs significantly from the reality that people experience, leaders and organizations quickly lose credibility,' she says. 'People are acutely aware when leaders aren't walking the talk, and a sense of cultural betrayal can take root. Employees understandably feel resentful when what they were 'sold' about an organization is not what they receive—and this can have a significant impact on employees, especially in mission-driven companies.'
Hamill says the impact of perceived cultural betrayal can run deep, generating negative feelings about the company, withdrawal behaviors (such as not participating in company meetings and events), and increased employee attrition.
'By contrast,' she says, 'when the aspirational culture is clearly articulated and consistent with what employees experience, intentional culture is alive and well. Unfortunately, many organizations tend to stop their culture work after they have posted their values on their website, not realizing that they are only at the beginning of the journey.'
Laura Hamill .
She also talks about power and culture. 'The value placed on power within an organization influences the extent to which power shapes its culture,' she says. 'Shared power and its distribution among leaders, managers, and employees also play a significant role in reinforcing specific aspects of culture.'
Hamill says leaders are crucial in shaping organizational culture, serving as role models and culture architects. 'They must be aware of their power and intentional about their actions and communications,' she says. 'However, leaders often lack awareness of their power and how their actions, even small ones, can be misinterpreted as cues about what's valued in the organization. As 'culture megaphones,' leaders' explicit and implicit messages significantly impact the organization's values and priorities. So, to understand culture, you must also understand power.'
Hamill uses the term 'intentional culture' to emphasize the importance of deliberate focus on the mindsets and behaviors that produce desired outcomes. 'Most organizations are not intentional about their culture and don't work to have an explicit connection between what they are trying to achieve and the culture they have,' she says. 'If you aren't intentional about your culture, it's unlikely that it's working to your advantage.'
'Toxic culture' seems to be a popular term these days. Is that just a new term for an old problem, or are there actually more cultures that are problematic?
'I think toxic cultures have always been around, but maybe we have more awareness about them and—thank goodness—less tolerance for them now,' Hamill says. 'Also, I think now we are articulating and sharing the impact toxic culture is having on people and organizations.'
What are the tell-tale signs that an organization's culture has become toxic?
There are several key indicators to watch for, Hamill says. 'One of the most obvious signs is a high turnover rate, particularly among those who have the ability to find employment elsewhere. They are often the first to leave, seeking better opportunities and a more positive work environment. However, even before employees make the decision to depart, there are early warning signs that can signal a toxic culture. You may notice withdrawal behaviors, such as a decline in participation and engagement. Employees may start to skip company meetings or events, finding reasons to avoid participating. When they do attend, they may be hesitant to speak up, ask questions, or contribute to discussions. This silence can be a red flag, suggesting that employees feel uncomfortable or unheard.'
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Hamill says another concerning indicator is a growing sense of apathy among the workforce. 'When employees lose enthusiasm for their work and seem to be merely going through the motions, it can be a sign that they have become disengaged and disconnected from the company,' she says. 'This apathy can be contagious, spreading throughout the organization and eroding morale. I look for signs in the language like using 'they' instead of 'we' when talking about the company and saying things like 'That's beyond my pay grade' or 'Not on my job description.' While these signs can be disheartening to witness, recognizing them early is crucial for addressing the underlying issues and taking steps to improve the workplace culture.'
For maximum positive impact, how should an organization's culture be aligned with its operational strategy?
'Explicitly,' Hamill says. 'Effective leaders recognize the critical link between culture and business strategy. They understand that a strong, positive culture can be a powerful driver of organizational success, while a dysfunctional culture can hinder progress and performance. By aligning cultural work with the overall business strategy, leaders can ensure that the changes they implement support the company's mission, values, and goals.'
Hamill says this strategic alignment helps create a culture that not only engages and empowers employees but also contributes to the organization's competitive advantage and long-term success.