Field Notes

Any debate about whether a strong and positive organizational culture predicts high performance has been settled by the recent stream of books, research, and data that underlines the power of culture to deliver results. 

High performance doesn’t promote a strong culture nearly as much as a cohesive culture produces top-tier performance. To achieve success, good leaders in nearly every arena now work hard to create the kind of culture everyone wants to be a part of. 

Thanks to a healthy dose of commentary regarding culture over the last three decades, here’s what leaders know: The best cultures display a common set of beliefs, practices, and shared values that are enacted throughout the organization at every level. 

Leaders do their part to promote the culture by clearly articulating the mission, vision, and guiding principles that direct action across the enterprise. Team members help to produce the culture by buying into the vision and holding the values steadfast in the face of competing choices. Consistent execution of processes and tasks by team members further cements the culture. 

But there is more to creating culture than meets the eye. Here’s what most leaders don’t know: Everyday practices matter more than anything else. How leaders and team members enact everyday tasks carries the most weight in creating a culture. 

The more unique and consistent the practices and details are, the more robust the culture. Leaders who want to change or reinforce a culture will exert more influence by encouraging consistency in the smallest tasks and details than they will by rehashing the vision and values of the place. 

There is no end to the myriad of details and everyday practices that define and reinforce a culture. How meetings begin and end, how major and minor decisions are made, how big and small successes are celebrated, how performance is evaluated and reviewed. The list goes on and on. 

Strong cultures have very specific ways they do things. Many are unique and only exist in that organization. Even practices common in an industry often have a particular twist inside a strong culture. 

Leaders attempting to move the culture toward a more positive and cohesive workplace of high performance would be wise to spend their time introducing new everyday practices and reinforcing and teaching the details unique to the culture to every team member. 

Practices better reflect a culture because they are already imbued with values and beliefs. Good leaders don’t ignore the power of values and principles to instill culture but recognize the superpower of details and practices to create the workplace they are looking for.