The biggest threat to the survival of your business in the next ten years could be your inability to think for yourself when it comes to matters of culture, and how it drives employee engagement.
In my experience, it’s a typical point of view that organisations that excel in this area are fascinating but risky; circus sideshows that thrill and inspire marvel, but offer nothing in terms of real-world practical example.
We know some of their names because their successes are well documented. Zappos.com, Google, and the Virgin companies come immediately to mind. Yet, despite all we know about them, the average company response is to seek safe harbour in old world thinking.
Since, in particular, large organisations naturally gravitate towards bureaucracy, their thinking on how to create change is all too regularly strapped to the glacial-paced processes and policies that should be the targets for change in the first place. Because they’re not learning, trusting or listening organisations, they’re unable to apply those philosophical hallmarks in the pursuit of those aims. It’s the ultimate Catch-22.
We want our people to love their work, their employer, their colleagues and their customers, but the moment they walk through the front door on a Monday morning, it’s 1983 inside. The bosses do the bossing, the workers do the working and there’s a tight blanket of control, however dysfunctional it may have repeatedly been proven to be, tainting the air they breathe. Engagement improvement programmes have the same air flowing through them, lending them the spectre of another short-lived management Mexican Wave, with the appropriate lack of long-term enthusiasm those evoke.
Communication around engagement is steeped in disengaging language. Activities around engagement are unremarkable, albeit shoehorned into a fresh box.
Collectively, corporate South Africa has grown up on the point of view that more analysis always trumps intuitive, swift action. In that belief lies the fundamental challenge to creating great people environments.
The simplest truth is that most companies already know what to do if they dare to think for themselves. You can test responses within your own environment before making wholesale changes, but you don’t need six months of discussion to work out how to get started. If you do, you’re not serious about it.