Defining Your Culture: What Are You Prepared to Tolerate?

The word culture is often bounced around to describe the good and often not so good aspects of the work environment of a given organization. Thousands of books and millions of articles have been written on the subject, many of which providing steps to creating a “winning,” “high- performing,” or perhaps simply a “healthy” culture. The word has buzzed around for decades, yet still the vast majority of CEOs are concerned about their organization's culture. In this article we will highlight first why culture isn't something you can ignore and secondly what we really need to address if we want to create a successful culture, no matter how you define success.

Put simply, your organizational culture isn't what you say you are, it is what you do. A culture is defined by the behaviours and social norms that have arisen either intentionally or organically over time. Culture can provide security, direction, and warmth for the people it comprises, or it can leave people scared, isolated, and directionless. Healthy or unhealthy, culture is powerful. As much as it's been thrown around in books and articles, culture more than just a buzz word. The moment human beings come together culture begins to form. How we engage with one another, how decisions are made, and who speaks when and to whom are all aspects that define your culture. Culture has the power to drive success when nurtured and cared for but can also take an organization down, often painfully if not tended to. Shared purpose and values, employee well-being, and open communication are all components of a healthy culture. This is nothing new — most of us already know this. But if this is something so broadly accepted, then why do so many CEOs and leaders struggle with implementing a healthy culture? While it is true that your culture is defined by what you do, there is another measure: to really understand your culture, you must openly and honestly acknowledge what you are willing to tolerate.

What you tolerate is where the true character of an organization is defined. Do you tolerate poor performance? How about tolerating infighting and gossip? Perhaps you tolerate low levels of accountability? Most leaders would agree that these behaviours are unacceptable, yet we allow these challenges and many others to carry on unaddressed for weeks, months, and sometimes years. While the issues outlined above can be concerning, they are merely symptoms of deeper rooted systemic issues. What is happening in your organization that would create the conditions that result in poor performance, for example? How challenges are addressed matters, as it sends clear signals about what an organization truly values. The easiest (and most common) way to deal with organizational culture challenges is to blame individuals. This approach is convenient and can give us a false sense of control in the moment, however, failure to address the underlying issues will only lead to further frustration. The system(s) that define your organization are perfectly designed for the results that you are currently attaining.

If you are concerned with your culture, look beyond the individuals and focus on your systems. Ask yourself: What am I prepared tolerate? The answers to that question will ultimately define who you are as a leader, who your organization is as a whole, and what you truly care about.