The How Work Gets Done vs. the What Gets Done at Your Company
Every company has their version of what matters most in terms of HOW people behave and WHAT value they produce. In some “win-at-all cost” cultures like Oracle or those climbing Mt. Everest who are willing to walk over a dying person to summit, the WHAT is far more important and far more rewarded than the HOW. In other companies like Outward Bound or sailors willing to drop whatever they are doing to answer an SOS call, how you behave outweighs the results.
Depending upon your strategy and your marketplace, either emphasis can be successful. Does your workplace culture emphasize the “what” over the “how”? It’s certainly tempting. After all, doesn’t every leader want meaningful results? And isn’t it difficult to measure the behaviors that drive results?
The Right Cultural Balance
Success for most businesses depends not only on delivering high performance results but also on behaving in a way that not only supports a healthy culture where engagement, productivity and retention thrive but also drives the strategy forward in a way that makes sense. Because every company strategy is unique, the balance of how work gets done is also unique. You will know that you have struck the right balance when your culture helps and does not hinder your people and business strategies.
How Work Gets Done
The very definition of corporate culture is how work regularly gets done in an organization. Your culture, the “how”, represents the actual beliefs, assumptions, behaviors, processes, and practices that happen daily. A high performance culture is achieved when the unique beliefs and ways things get done at your company are understood, consistent and leveraged to best achieve your unique strategy.
Why How Work Gets Done Matters
Your strategy must go through your culture and your people to be successfully implemented. In fact,
Successful leaders understand and leverage their culture to outperform their competition.
Three Steps to Ensure the Right HOW for Your Culture
As you identify gaps, use a combination of targeted development, coaching, incentives and consequences to nudge employees in the right direction.
Remember that leaders should model the desired behaviors and be open to feedback when they fall short. All team members should be expected and encouraged to give appropriate, relevant, and timely feedback to their peers.
The Bottom Line
How you define and shape your corporate culture has become a critical variable in defining the success and failure of your strategic priorities. Are you doing all you can as a business leader to see that how work gets done in your organization is fully aligned with where your business needs to go?
To learn more about how work gets done, download How to Build a Purposeful and Aligned Corporate Culture.
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