Embedding Culture as a Key Result Area

Some time ago, writing a role description, I added Culture as a Key Result Area (KRA). What is the accountability of a manager in the Key Result Area of Company Culture?

There are several frames in which to look at company culture –
That unwritten set of rules that governs our required behavior in the work that we do together. It is an unwritten set of rules in contrast to our written set of rules, policies, procedures. And, culture is often more powerful than any policy we may write or attempt to officially enforce. Sometimes, culture even works against our stated policy.

What is the accountability of a manager in the Key Result Area of Company Culture?

These are the four questions in the Culture Cycle.

  1. What is the source of culture, where does it start?
  2. How is culture visible, how do we see it?
  3. How is culture tested?
  4. How is culture institutionalized, reinforced and perpetuated?

What is the source of culture, where does it start?
The source of culture is the way we see the world. It includes our bias, our experience, our interpretation of our experience. Culture is the story we carry into our experience that provides the lens, the frame, the tint, the brightness or darkness of that story.

How is culture visible, how do we see it?
Culture, the way we see the world, drives our behavior. We cannot see our bias. We cannot see our interpretation. We cannot see the story we carry in our minds, but, we can see our behavior. Culture drives behavior. Behavior makes culture visible.

How is culture tested?
Behavior, driven by culture, is constantly tested against the reality of consequences. For better or worse, behaviors driven by culture are proven valid, or not. Where there is congruence between behavioral intentions and the test of consequences, intentions (the way we see the world) moves forward. Where there is a disconnect between behavioral intentions and the test of consequences, intentional culture stops DEAD.

How is culture institutionalized, reinforced and perpetuated?
Those behaviors that survive the test of consequences become institutionalized, for better or worse. Positive behaviors that survive the test against reality can become the customs and rituals that reinforce the way we see the world. Alternatively, counterproductive behaviors that survive can be institutionalized in the underground of our organization and will prevail, more powerful than our official rules and enforcement.

You get to decide. What is the accountability of a manager in the Key Result Area of Company Culture?

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