In the last week or so our country seems to have been gripped by a new challenge of morality - the News International scandal. Perhaps it’s seeing wayward leadership being brought down to size or the revulsion many have felt at the phone tapping not just of celebrities but of soldiers and victims such as Millie Dowler. The question that has been buzzing around me is – How can this happen in an organisation? What makes it ‘ok’ to behave in a way that only in hindsight becomes 'wrong'? And, how can individuals guard against it?
Every organisation has its culture of course and, as human beings, it’s tricky not to be influenced by the culture around us. We join a company and we notice how other people behave, what gets recognised and rewarded and who seems to be moving onwards and upwards. And, somewhere in us, consciously or unconsciously, we start to take on these behaviours and to adapt to the environment around us. All this is well and good of course, we are used to adapting to different situations and to finding out and exploring what works for us and others, it would be wrong for us to exist in our own little vacuum and to just carry on with our behaviours regardless of impact. You see this instinct even in very young children. They say something or behave in a certain way and then notice the response. If it is positive, it fires them up to do more. All well and good.
However, there is another side to all of this great adapting. What happens when there is something that is not so positive in the culture? When it is slightly aggressive, dismissive or steps over some moral or legal line? Who is the one who has the courage to challenge even when their view isn’t the norm or acceptable? The courage to say what is right and wrong? Years ago, I met someone socially who worked for a big airline. He was telling me that they were cracking down on airline crew taking home bottles of alcohol and other ‘freebies’ from the plane. Apparently, it was actually illegal for people to do this but it had just become the norm. So, at the end of a flight, everyone would take a bottle home and think nothing of it. After all, everyone did it. So, if someone new joined, they would be told that it was ok and so the behaviour and the culture continued. Apparently, when the company started to crack down and reinforce to people that this was actually theft, the people concerned were shocked. That wasn’t their intention at all. They were just doing what everyone else did, in their minds it had almost become part of their remuneration package. It set me thinking about how much this group behaviour and group think pervades in other organisations and the dangers this causes.
So, how do we as individuals in organisations or businesses guard against this kind of dangerous norming and ‘group think’? For me, it feels like there are two things that businesses need to encourage and individuals need to do that really make the difference.
- The courage to be a ‘champion’. When Genergy works in organisations that want a change of culture, we are often looking for what we call ‘champions’. People who are fired up about the future, new, positive way of doing things - and who are prepared to really stand at the forefront of something and give it a go, not just sit and wait for it to come from the top or for someone else to create a place of acceptable safety first. Recently I was running a big project with a large insurance company. One of the businesses within this company has a very risk averse, task driven, controlling culture. There is a new MD there who is trying to create change and has a very ‘coaching style’ of leading and managing - but the old culture still very much pervades. We have heard a lot of people say that they can’t do things differently because ‘the culture won’t let them’ or that things need to change at their boss’s level first. They are just too afraid to be the ones who put their heads above the parapet. And, within this environment, we have met some truly remarkable people. One individual really impressed me. This guy was a very technical expert. He was quiet and reflective and really didn’t make that much of an impression in the group at the beginning.
However, as the first day went on, you could see that light bulbs were going on for him and he was beginning to see a very different way that he could manage and lead his people. He left the 2 day programme really fired up and he had inspired me in the way that he had stepped out of his comfort zone and really gone for everything that we were teaching him. This particular programme had a follow up day about six weeks later where we met the delegates again and talked to them about what had changed as well as teaching them some new skills. I’d already heard some really good feedback about this guy through the grapevine. Comments like – ‘x is like a man possessed’ and ‘what did you do to him?!” where commonplace. So, in the first part of the day, we got the delegates into groups to share their successes. This guy went into a group and everyone started talking about how busy they were and the culture and how hard it was to change anything.
And, I observed… to see what would happen.
Suddenly, this man started to speak and there was total silence as he did so. Quietly and calmly but with total passion, he told the group about everything he had changed and done since the last time they had met and the results that he had had. In the nicest possible way, he challenged them about this thing called ‘culture’ and made them see that it was really a white elephant and that they had within their power to make happen whatever they wanted to happen. As I watched, I couldn’t help but smile. Some of the other guys there were stronger, more forceful characters on the surface and usually would take up much more of the airspace but you could have heard a pin drop as they realised that there was so much more within their control and power than they were allowing themselves to see. A beautiful moment.
2. Retaining your own internal radar and individuality. They say that children know the difference between right and wrong very early. We have an internal sense of what feels right, regardless of what is happening or seems to be ok around us. Often it is just a nagging feeling, a feeling in the gut or a sense of unease. And, we put it to one side because the majority seems to be against it or we might look foolish or we think that it might even affect our career prospects. And, yet, it is this individuality that not only keeps a business on track but also provides the creative fuel that is so important to a business’ ongoing success.
I saw a lovely example of this on You Tube recently. It was a clip from Innocent smoothies about a man who chooses to stand rather than sit whilst everyone else sits around him. A nice metaphor I thought for those who choose to stand apart because it feels right and that it then brings in a different, challenging energy to the business. See what you think. http://www.youtube.com/watch?v=hga4WLqgEtE.
You don’t have to be a maverick to be true to yourself and to take a stand. It’s easy to blame the people at the top (and they do have an overall responsibility), but a business and culture is made up of lots of people just like you. You just have to be tuned into your own internal belief system, to notice those ‘niggles’ when things aren’t right and to have the courage to stand up and be counted. I don’t honestly believe that most businesses want a whole load of corporate clones working for them, and when individuals are allowed truly express who they are, it releases a sense of rightness and a creative energy that will fire up those businesses to really be great in the future.
What could be better in your business today if you just took a moment... to stand up?
Lisa x


