Business organizations have cultures just like countries, ethnic groups, tribes, neighborhoods and political parties. If you don't understand them, especially including subtle nuances, you can't possibly know what influences and ingredients, what style, and what displayed personal qualities will be effective in progressing toward exceptional achievement. Knowing what to do and even being able to communicate effectively are simply stepping stones; getting the entire organization willing to both follow and step up on their own is equally or more important.
A single hidden cultural facet, perhaps in an individuals’ background or a company’s experience base, can cause relatively clear and well-intended communications to fail or have unintended negative results. In stage-perforoming terms, it’s “know your audience”. In marketing terms, it's "know your market". In behavioral theory terms, per Albert Bandura broadly acknowledged as the guru of behavior theory in “Social Learning Theory” “Humans do not simply respond to stimuli; they interpret them.” Great companies do exhaustive market research concerning their potential customers. Most do not pay the same attention to their employees. A simple, almost simple-minded, example follows:
This experience seems so trivial to be ridiculous, but it makes the point. It represents a critical ingredient in one of the greatest business rescues ever done. The Northern Ordnance Company in Minneapolis needed radical change from head to toe. It had been in a cost-plus-only business mode for 50 years; and had never won a competitive contract. The organization’s mindset and business practices were 20-30 years out of date. It had zero competitive marketing capabilities. Its cost structure and data flows were below abysmal. All the defense systems it manufactured were in their last procurement cycle, their last contract. The prototypes for the next generation replacement systems were being manufactured by modern, high-powered and connected contractors. And the defense department had decided that going forward all contracts would be competitively bid. Northern Ordnance, once it completed its 24 month backlog, would decline from a $450M business to a $25M radically bankrupt business.
In this case, there was insufficient time to simply focus on 4 or 5 high priority items, I had to change every single characteristic of the business, virtually overnight. To do that, I needed to establish myself with the highest credibility, and at-least perceived capability, possible. In short order, I needed the bulk of the 4000 employees to buy my prescription for rapid change to virtually every component in their work-day life.
In early-on “walk-the-floor” conversations with many in the mostly Scandinavian workforce, I was asked where I had decided to live: “Wayzata”, I said. Even though Wayzata was a small, non-controversial western suburb, my answer caused an uncomfortable body language reaction.
Then people started saying, “I hear you’re living in Wayzata,” or “I hear you’re living out west.” Their tone was polite but had a critical undertone. What was going on? What didn’t I understand? I could sense that my credibility and common sensibility was somehow at stake!
Eventually my assistant gave me a pointer. These folks of Scandinavian heritage, now living in another far north place , knew that you never lived west of your workplace. In both Scandinavia and Minneapolis, the sun doesn’t rise very high for six months of the year. Everyone lived east of their workplace so they wouldn’t have to stare directly into the sun both going to work and coming home. “Anyone who doesn’t know that...Ufda!” (Norwegian for almost anything, including bad news)!
So based on where I planned to live, in their eyes I had no common sense. Left unopposed, their conclusion would have cast a shadow over everything that had to be implemented. so I then entered into a little campaign, inserting these subtle tidbits of information that would counter the negative impact my Wayzata decision had on my reputation. “My hours are later than yours,” I’d say. “In winter I’ll always leave after dark.” “To get new business, I’ll frequently be flying to Washington,” I’d mention. “The airport is close to Wayzata.” “Before relocating, I already had friends in Wayzata.”
Soon reactions were much better, typically a mild “Oooh!” accompanied by an affirmative nod. For those of you unfamiliar with the reserved nature of Scandinavian culture, this reaction was positively giddy. I had gone from a simpleton to someone with a unique perspective and fresh ideas.
These seemingly meaningless interactions with perhaps two dozen employees had a major impact on the entire organizations’ receptivity to change. These small-scale interpersonal communications paved the way for trust and change on the larger issues. You never know what’s going to work!
Northern Ordnance survived their octuple witching hour, and was a highly profitable, high employment rate business for years and years.
By the way…the sun frequently was blinding. They were right. If you work north, live east!
That was a great story demonstrating cultural differences. (Lucky for you your assistant clued you in! lol...) The manner in which you handled yourself when faced with that setback was brilliant. All executive and management coaches would benefit from reading this article! It's amazing how just one cultural difference can make just a huge difference in the receptiveness of employees to change. This goes for individual as well as ethnic or national cultural norms. It serves a coach well to investigate cultural expectations before trying to facilitate a corporate makeover. But you can't always know everything! Great reaction! (Not to mention it shows the value of a perceptive personal assistant!)
Executive Coaching
Posted by: Innercents | April 28, 2008 at 01:33 PM