I often hear people in my line of work, talk about company culture and how they are often surprised at how different things are once they get into a job compared to the impression formed during interview. Whilst it is true that establishing a picture of culture during interview is difficult, you can go some way with a little knowledge, clever questioning and skilful observation to give you an overall picture. In this post, we are going to explore 6 areas of culture that I have found to be typical across different companies in my career.
Leadership Style and Decision Making
In the realm of leadership styles, two overarching approaches emerge: Hierarchical and Egalitarian. Hierarchical leadership is characterized by a top-down decision-making structure, where authority flows from the top levels of management down to subordinates. In such environments, leaders wield significant decision-making power, often based on their position within the organizational hierarchy. This traditional leadership model can be efficient in certain contexts, providing clear direction and accountability. However, it may also inhibit innovation and collaboration, as lower-level employees may feel disempowered or hesitant to voice their ideas or concerns.
On the other hand, Egalitarian leadership represents a departure from the traditional hierarchical model, prioritizing shared decision-making, inclusivity, and equality among team members. In Egalitarian environments, leaders aim to foster an atmosphere of openness and collaboration, where every team member's voice is valued and respected. This approach not only promotes employee engagement and morale but also encourages diverse perspectives and innovative thinking. By flattening the traditional hierarchical structure, Egalitarian leadership empowers individuals at all levels of the organization to contribute to decision-making processes, driving creativity, and fostering a culture of transparency and trust.
If you are a technologist, then you will be familiar with the waterfall development lifecycle, which lends itself well to hierarchical leadership where clear direction and oversight is provided by one authority figure such as a project or programme manager. However, in today's dynamic business landscape, agile approaches have and continue to create cultures which are characterised by flexibility and adaptability. This approach requires a broader more egalitarian style which empowers collaborative outcomes, strong team based decision making which in turn produces a much more innovative culture, that reduces risk and creates better products and services overall.
Matrix Managed vs Silos
In many matrix-managed environments, individuals find themselves working on multiple projects simultaneously, often reporting to different managers across various functional areas while maintaining a discipline based line manager. Success in such environments hinges on the ability to engage in cross-functional teamwork, where individuals must navigate diverse perspectives, priorities, and communication styles. This necessitates a supportive leadership approach that fosters inclusivity, transparency, and collaboration.
Conversely, in siloed situations where individuals are confined to a single team with a singular reporting line, the potential for cross-functional integration is limited. Siloed cultures often breed a mentality of "us versus them," where team members prioritize the interests of their own department or function over the collective objectives of the organization. This lack of collaboration and integration may be necessary depending on the type of work being produced, but conversely it can lead to inefficiencies, duplication of efforts, and missed opportunities for synergy.
Process vs Results
In certain industries, particularly those with stringent regulatory requirements such as healthcare, finance, and aviation, process-driven cultures are not just preferred but mandated as part of their commitment to compliance with regulatory bodies. These industries necessitate meticulous adherence to established procedures and protocols to ensure the safety, security, and integrity of their operations. In such environments, process-oriented cultures provide a framework for consistency, reliability, and accountability, minimizing the risk of errors, accidents, and regulatory violations. Leaders in these industries must prioritize adherence to regulations and standards, instilling a culture of compliance and risk management throughout the organization.
Results based cultures prioritise the achievement of measurable results and performance goals above process by placing strong emphasis on delivering tangible outcomes that contribute to organisations KPIs or OKRs. These cultures tend to employ highly qualified talent, who understand how to get a job done to achieve an outcome, rather than spend time following a documented ten-step procedure. It is typical in these sorts of cultures to have performance reviews and reward systems in place for the production of outcomes.
However, many companies recognise the importance of balancing process-driven approaches with outcome-oriented cultures. While process-driven cultures emphasise the importance of following predefined standard operating procedures for predictable workflows, outcome-oriented cultures prioritise achieving measurable value-driven results and performance goals.
New Hire Integration and Training
While some companies may opt for immediate on-the-job training to expedite the integration process, others may instead choose to invest in formal induction training. This formal training provides new hires with a structured and comprehensive introduction to the company's culture, values, processes, and expectations, laying a solid foundation for their success within the organisation.
This approach allows new hires to gain a deeper understanding of the company's mission, vision, and strategic objectives from the outset, aligning their efforts with organizational goals. Moreover, formal induction training provides an opportunity for new hires to acquire essential knowledge and skills that may not be immediately evident in their day-to-day tasks. This investment in comprehensive onboarding not only accelerates the integration process but also ensures that new hires are equipped with the tools and resources they need to make meaningful contributions to the organization's success from the very beginning of their tenure.
Companies who prefer to onboard their new employees with simple HR style induction, after which all training is provided on the job, can run the risk of evolving a 'sink of swim' culture if the team and the leadership are unable to provide the ongoing support required.
Heartbeat of Relationships
In the realm of cross-cultural interactions, understanding the nuances of relationship dynamics is essential for effective communication and collaboration.
Three distinct cultural orientations often shape the nature of relationships: Detached, Emotional, and Harmony.
In Detached cultures, such as those found in Western societies like the United States, United Kingdom and Germany, relationships are often characterised by a focus on punctuality and efficiency. Interactions tend to be task-oriented, with individuals valuing professionalism and direct communication. In these cultures, building rapport may take a backseat to achieving tangible outcomes, and relationships are often formed based on shared goals and mutual respect for competency and expertise.
Conversely, Emotional cultures prioritize relationship-building and interpersonal connections. Examples of such cultures include Italy, Brazil, and India, where warmth, empathy, compassion and politeness are highly valued in social and professional interactions. Individuals may prioritise building trust and rapport before engaging in business discussions or decision-making. This emphasis on building strong interpersonal relationships can lead to deeper connections and foster long-term partnerships based on mutual trust and understanding.
In Harmony cultures, such as those found in many Asian countries like Japan and South Korea, relationships are guided by a strong emphasis on maintaining peace, harmony, and social cohesion. In these cultures, preserving harmony and avoiding conflict are paramount, and individuals may prioritize maintaining positive social interactions and saving face over expressing individual opinions or concerns. Relationships in Harmony cultures are often built on respect for authority, group consensus, and collective well-being. This means there is an emphasis on indirect communication and nonverbal cues to navigate social hierarchies and maintain harmony within the group.
Companies in the UK can often form their culture from a mix of all three, however it is typical to expect a more professional approach based on competence over keeping the peace.
Global vs Local
In the evolving landscape of modern work environments, the culture of remote working, onsite work, and hybrid models each present unique dynamics and challenges.
In a global culture characterized by remote working, geographical boundaries dissolve as teams collaborate across time zones and continents. Remote work fosters flexibility and autonomy, allowing individuals to manage their schedules and work from any location with internet access. This culture prioritizes virtual communication tools, such as video conferencing and instant messaging, to facilitate seamless collaboration and information sharing. However, remote work also presents challenges such as potential feelings of isolation, difficulty in maintaining work-life balance, and the need for robust communication strategies to overcome the absence of face-to-face interactions.
Conversely, in a local culture where onsite work is predominant, the physical workplace serves as a hub for collaboration, innovation, and social interaction. Employees gather in shared spaces, fostering a sense of camaraderie and community within the organization. Onsite work environments often promote a structured routine and face-to-face communication, facilitating real-time feedback and spontaneous brainstorming sessions. However, the rigid nature of onsite work may limit flexibility and hinder work-life integration for some employees, particularly those with caregiving responsibilities or long commutes. This local approach also reduces the organisations recruitment capability to a smaller geographical location meaning they may miss out on hiring crucial talent hindering their ability to produce remarkable outcomes.
Hybrid models combine elements of both remote and onsite work, offering the best of both worlds. In a hybrid culture, employees have the flexibility to choose where they work based on their individual preferences and the nature of their tasks. This model promotes autonomy and work-life balance while also preserving opportunities for in-person collaboration and socialization. However, hybrid models require careful planning and communication to ensure equitable access to resources and opportunities for all team members, regardless of their location. Successful implementation of hybrid models hinges on fostering a culture of trust, accountability, and adaptability, where employees and leaders collaborate effectively across physical and virtual spaces to achieve shared goals and objectives.
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