It is noted that references to organizational culture appear more frequently, mainly in search of greater delivery, employee commitment, and consequent performance.

 

Concepts are discussed here, definitions there, theories elsewhere; they talk about their history and evolution as if Culture were not intrinsic to companies’ and organizations' daily experiences since always.

 

Organizational Culture is expressed in daily organization involvement, internally and externally, in people's attitudes and behaviors as a result of more or less shared beliefs and values, besides being better or worse aligned. It is lived, breathed, and nurtured in and by daily actions rather than by formal norms or established rules that can help if used congruently.

 

When observing the balance of nature, Newton said that one force is opposed to another with the same direction and intensity; this is also the case in interpersonal relationships within the organization; and it is the Leaders who take the first action, so the direction and intensity are defined by them.

 

An Organizational Culture exists in any circumstance, regardless CEO or Board will; changing it implies, in the first instance, that Leaders are aware that their daily actions dictate the existing Culture.

 

Do we intend to change the Culture? Very well. And what is the current Culture? Have the patterns of action been identified? What are the values that are experienced at the moment? Is there alignment within the organization? 

 

And what is the intended Culture? Where, exactly, do we want to go? Are there functional areas closer to this Culture? Which areas? What are the behaviors of Leaders in these departments? Are Leaders willing to change some of their behaviors? We cannot forget that employees imitate what they see.

 

A process of change, in any form and for whatever we understand best, is always gradual and requires conscious, congruent, and deliberate action from Leaders. This change must be thought and programmed.

 

Culture is created and reinforced in everyday interactions. These interactions go far beyond formal meetings or company announcements; It are included in the way of communicating, in the tone of voice, in the availability to help, for some people even in the touch or greeting, and much, much more, in the attitudes in crisis moments.

 

It is not enough to hold internal seminars, training, issue operating instructions, or rewrite internal processes; None of this is enough, although it helps to align what is intended.

 

Leaders demonstrate, with their behavior, the values and attitudes that are promoted within the organization. If a Leader adopts behaviors that promote innovation, collaboration, transparency, or any other, in a consistent and congruent way, employees will imitate those behaviors.

 

So, we must start by mapping the values and behaviors that are intended to be implemented. Inclusion? Innovation? Environmental Sustainability? Social Responsibility? … referring only to the buzzwords that are now fashionable.

 

Once the course is set, we have to align the Leaders. They must be the first to adopt the new practices. Where are they spending their time? The actions they recognize are in line with the new Culture? Do they encourage this type of action? And the selection of people, does it take into account these values?

 

Leaders must constantly communicate what is expected, with behaviors and values; in this way, they will inspire and motivate their teams with vision, dedication, and commitment, facilitating cohesion around this "new" Culture.

 

A strong Organizational Culture creates strong companies.

- Vítor Mota