Sometimes we just don’t like the way things are. Truth be told, that doesn’t always mean that things need to change. Sometimes, it’s on us to adapt or accept circumstances beyond our control. However, there are real signs that an operations’ culture is a problem. Here are six to look for when considering the need for culture change:
- Frequent employee turn over
- Secrecy or hidden information
- Back-stabbing among staff and family
- Overt jockeying for position or favor
- Lack of trust or reluctance to trust
- Poor or contradictory communication
Any one of these items can indicate it’s time for a culture shift, but three or more means the culture is in jeopardy, for sure.
Remember from Part I that I mentioned all families and businesses have culture; it’s either intentional or assumed, but we can all sense that it’s there. To consider if your culture is in the healthiest form, take a read of some common culture types and consider where your business fits. You might find that you’re a blend of a few of these.
Types of Culture
- Clan: This is a tight-knit operation, usually all family or at least family and trusted advisers. Everyone must pull their weight and all rewards get (generally) shared. Non-members are often disregarded or untrusted.
- Risk and Innovate: This culture values being first. Ideas are accepted and encouraged. Risks, including big financial risks, are attempted with success and failure. This operation always is first to try the new tech.
- Results-Driven: This culture is all about profit and productivity. It’s a banner of pride to never take a day off. Expenses are kept to a minimum, even when spending money could make things easier or quicker.
- Ruler-Peasant: In these operations there is only one alpha. All plans run through the leader. Individual ideas aren’t valued unless expressly approved. Ideas implemented without approval are seen as an affront.
Culture Changes
You can change culture, but as you can imagine, it takes time and steady progress. Remember, culture forms over time, so shifting it won’t happen instantly. A few fast tips to support changing culture include:
- Values: These are the deep-seated beliefs that people hold and that rarely shift. Is our current culture reflecting these values?
- Mission: This is about the purpose and the way an operation lives out their values. This absolutely can shift overtime, often as people age and mature or as new people take on leadership roles. A common farming mission is to build a business that transfers to the next generation. Does the current culture support the likelihood of that happening?
- Goals: Goals are the aims the business intends to achieve that are brought about by their actions. If your operation hasn’t truly set or updated the short- and long-term goals recently, doing so could create an excellent pathway to changing culture.
