Have you ever walked into a company’s headquarters and passed an enormous marble wall engraved with the company’s values? There it is, in all its permanence and glory, greeting employees each day and reminding them: “THIS IS WHO WE ARE!”
Except, it’s not always. It’s who they were, once. Most people walk right past that wall without even paying it a moment of notice. They’re numb to it, and it doesn’t really hold any sway over their everyday behavior. Your culture isn’t defined by a set of tenets or a plaque on the wall. It’s defined by what you do.
If you say that you value boldness but always make the most comfortable decision, then people will cease to be bold.
If you say that you value customer service, but you are always snickering and telling stories about how annoying your customers are, then you will train your culture to devalue its customers.
If you say that you value truth telling, but you get defensive every time someone attempts to offer a piece of constructive feedback, you will cultivate a reactive, closed-minded culture.
This kind of hypocrisy is demoralizing. However, with clear ground rules and a stable culture around your team, people know they have the support they need to take risks. Your team’s experience of you is its experience of the company. Period. Full stop. When cultural expectations aren’t well defined, people tend to be very conservative out of a fear of getting it wrong.
Dee Hock, founder and former CEO of Visa, once said, “Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” However, you cannot impose a culture on a team. Great cultures are grown from the ground up. A culture mandated from on high will fit like a suit that’s three sizes too large, never quite cut to size.
Because cultures are grown, you must treat yours like a garden. Just like a good gardener, you aggressively fertilize the aspects of your team’s culture that you want in abundance and diligently prune the things you want to get rid of. This requires constant attention on your part, because if you allow a few errant behaviors to slide, you will eventually find your entire garden choked with weeds.
Prune the “Ghost Rules”
Ella was a successful manager at a very large company. I was challenging her to think in a new way about a tricky problem she was attempting to solve, but when I offered my thought, she quickly responded, “Nope—that won’t work here.”
I paused, a little stunned at her abruptness, and asked, “Why not?”
She looked at me as if collecting her thoughts, and after a few moments she replied, “Hmm. Good question.” After further dissection, we realized that Ella’s response had been hardwired into her by a previous manager, who often had strong, fear-based opinions about new ideas. “That won’t work here” was a common reaction to many of Ella’s fresh thoughts, and over time she began to adopt these opinions as hard fact.
“Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” – Dee Hock
What Ella had come up against are what I call ghost rules, or invisible limitations that people or teams place upon themselves for no good reason. Sometimes these rules become baked-in organizational assumptions about what is and isn’t possible, and the net result is that the team artificially limits the places it looks for ideas or value.
In order for your team to feel freedom to do its best work, regularly prune ghost rules from your life and your team’s culture. Following are a few examples of ghost rules I frequently see.
What Will and Won’t Work? A manager from a large company once told me that he was in