We had a long-term manufacturing Client who had been in business for 20 years. The CEO was a majority shareholder and was absolutely brilliant. This CEO knew his market at such a high level that I was in awe.
In reviewing his organization, we came to realize that his Culture was one of low Personal Accountability and quite high in entitlement thinking. When I shared this information with him, he was not pleased. His response was a terse, "That is not our Culture."
The CEO wanted to believe his Culture was "X". The reality is his Culture was really "Y".
The data was correct.
Unfortunately this particular CEO did not know his Culture. He believed what he saw. His perspective was tainted by his own personal view as well as his bias.
The reality is most CEOs are way off with regard to what they believe their Culture to be and what it actually is.
If one is attempting to transform the Culture of the organization, it is critical to know what the Culture is as objectively as possible. When it comes to the Culture of the organization, it is critical to measure it objectively. Without measurement, one cannot make the appropriate changes to create the desired Culture.
Furthermore, it is important to understand that The Culture of the organization is a direct reflection of the Behaviors, Values, and Personal Attributes of the collective employee team members.
Therefore Job Fit is critical to creating the kind of Culture one desires.
High performers contribute to the Culture of the organization. Low performers also contribute - negatively.
