Culture is paramount because it is a way of life, affecting not only how an organization creates value but also how the organization is perceived.
There are many organizations which are still very stagnant with their old cultures and refuse to transform new culture for organizational excellence. Here are few of the points that give an idea on how to obtain excellence in changing your culture:
Mission And Vision – The foundation for creating your culture of organizational excellence is usually to formulate statements reflecting the mission, vision, and values of the organization.
Mission statements are the guiding force of how a business operates. These statements describe the essentials of the who, what, why, how, etc., of the business – in a maximum of five sentences. The vision briefly describes where the business is going, and the value statement defines what the business stands for. I Know of an Organisation where not even a single employee was aware of their Mission and Vision – How do you expect excellence in such an organisation?
Mentoring provides excellence – Organisational culture is the glue that binds the members together. Member’s behaviour is the resultant manifestation of the weak and strong culture that exists within the organisation. A strong culture, which supports the democratic leadership, encourages mentor portage relationship within the organisation. It develops high trust and confidence between managers and workers and employers and subordinates within the organisation. It removes the fear and anxiety among members and develops a collaborative and experimentation organisational culture. Effective mentoring requires the mutual understanding and involvement of both employees and employers at work.
Hire the best fit – Hire those who don’t have high standards and you won’t get high performance. The lesson is that an organization that is excellent has excellent employees who understand and support the organization’s priorities.
behavioral interviewing involves asking questions of a candidate that requires them to give specific behavioral examples of what they have done before with the assumption that they will repeat the behavior in the future.
Socialisation – The next important component for developing a culture of excellence is socialization. Socialization occurs in families as children are born and raised; and it occurs in organizations as new members are inducted, mentored, fostered, oriented, and in all other ways formal and informal made part of the “team”. This is a very important step and more effort needs to be taken than having everyone go through a half-day orientation. If a culture of excellence is going to be developed, it is important to have someone who reflects the desired values mentor and guide the new member until he or she can function in the organization in a way that is culturally appropriate.
Values Makes strong culture – a strong set of unshakable values must drive the culture since when the culture changes, the employees have these values to fall back to in times of crisis. The selection of values is important and cultures should be built upon them. ‘Catering to the needs of the customer’ and ‘Becoming a learning organization’ are such values. The latter should facilitate a participative culture were employees can question values and suggest different assumptions to such. To summarize, managers and leaders should keep past history in focus while ensuring that learning and adaptation are taking place.
Leaders must walk the talk – To create an excellent organization, the leaders must be excellent themselves: They must not only believe in but manifest in their actions a passion for the organization’s mission and its vision and values (see previous post on these topics). Assuming a deep commitment to the organization’s mission and alignment with the desired values exists in leadership. Managers, like friends, family, and even spouses, expect that the recipient of instructions/requests can read their mind and understand exactly what is meant by their communication. Then, when the expectation isn’t met, the manager is frustrated and the employee feels confused and inadequate
Developing congruency – with and commitment to the organization on the part of the employees. For people already in the organization, open and honest discussions about organizational direction, and the values and assumptions being fostered, are very important. Such discussions will allow people to reflect on how those values, assumptions, and the behaviors those flow there from, fit with what they think, believe, and hold most dear
Personality types and excellence – Personality differences also impact message effectiveness. Understand which personalities like details, interaction, results, and harmony, and you will be able to cater the way you communicate the specifics of your expectations in a way that they hear it better.