In VFQ365

I had a conversation the other day with a friend of mine who was exhausted from work. She was explaining to me that since she started working a few months ago, she stopped living her life – well, at least in the way she wanted to live her life. Endless overtime hours, intense competition, harsh judgement on the quality of her work, and stressful hierarchical rules. Generally, there was a culture of controlling that influenced her well-being even when she wasn’t there.

Most organizations support individuality and empowerment in their mission statements and written values, but, however, cultivate a culture of conformity through their social norms. The organizational culture, according to Harvard Business Review is the tacit social order that drives attitudes and behaviors within an organization. In other words, it is implied without being stated. They are the unwritten rules of behaviors that lead individuals to act in a certain way in different situations.

We all are responsible for our organization’s culture. What leaders perceive as important can have a tremendous impact through deliberate role modeling, but in one way or another, we are all playing that role for our colleagues.

Consider

By building your employees and colleagues up you are doing a favor to yourself and your company.

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