创建一种深思熟虑的文化
Eddie Dimas

原文： https://www.linkedin.com/wukong-web/articleShare/6301542468479438848?trk=article_share_wechat

翻译: 时序

在商业和咨询界文化最近变成了一个很火的话题。当你提到这个话题时每个人都会变得很兴奋并想听到如何将他们的文化变得更好的最新想法。

是这样的，每个组织,团体,俱乐部或部落都会有一些文化。问题是，他们有没有一种默认的文化或深思熟虑的文化？这个不同就是计划与远见。

文化会自己出现。不管你是有意或无意，你的组织会有一种文化。我经常从领袖听到他们想要的文化，但与实际文化是不同的事情。这在领袖没有认真的思考去发展想要的文化，并且可能对如何创在一种他们想要的文化缺少感觉。

在我的经验里，我发现有三种重要的要素可以让领袖在组织内发展他们想要的文化。这三个要素回答了核心问题： 1）我们为什么存在？ 2）我们是谁？ 3）我们如何一起工作？ 这里有一个很重要的一点是有一个很好的组织文化不代表没有分歧, 问题或紧张气氛。他确实表示会有一种稳定的基础来保证在团队和组织中的冲突与紧张是健康的。

高贵的原因或目的（为什么？）

Simon Sinek说到人们不会对你做什么买单，但会为你为什么做而买单。对于雇员和你的工作文化也是一样的。没有一个强有力的“为什么”，你的人会尽力的调整自己的目标。那天我与一个年轻的领袖聊天然后他问到如何让他们团队目标对齐。我问他他的商业目的是什么，然而他只讲了创造利润。经常，领袖们没有完成需要的“心灵探索”来为他们的存在创造一个鼓舞人心和引人入胜的目的。没有一个强壮的为什么，对于如何创造一个强壮和深思熟虑的文化会很难。Dan Pink的一个研究结果表明个人的一个核心动机是渴望成为更好的自己（与鼓舞人心的组织目的相关联）。

核心价值共享（谁？）：

一个最重要的文化要素就是价值观。每个人都有他们重视的东西，对于组织也没有不同。核心是确定这个组织内共同的价值观并每天以这些价值观作为指导。Tony Hsieh讲到核心价值观并不只是公司办公室里会议室墙上的一个海报，也是一个领导者会为之作为雇佣与解雇的标准。一种可以帮助简历并保持一种深思熟虑的文化的方式，是雇佣是同时考察技能与价值观。在你的雇佣流程里加入价值观相关的问题是创建一种刻意的文化的第一步。在组织内有一套核心的价值观可以帮助领导者做决策，并且雇员在工作时可以根据一致的价值观做事。

一致的工作流程（为什么？）

建立一套一致和设计高效的工作流程会在文化上有很大收益。很多时候，我们发现组织内的系统和流程对于我们渴望的文化有阻碍。领导者需要问他们自己系统是否能让人们去做正确的事情或能有正确的方式。我们经常发现一些流程让团队成员在做错的事情上比维护价值观或对齐目标更容易。

作为一个领导者，你的两项重要责任是建立并维护一套深思熟虑的价值观并帮你的团队努力工作。敌对，错位或其他类似东西的工作场所文化会让团队很难展开工作。

你的领导力革命的其中一部分就是需要理解你的角色在你希望的文化中的位置并且努力将之变成现实。

原文：

Culture has become a hot topic in the business and consulting world. Everyone gets excited when you mention the topic and wants to hear the latest thinking on how to make their culture better.

Here’s the thing though; every organization, group, club, or tribe will have a culture. The question is; will they have a default culture or a deliberate culture? The difference is one of planning and vision.

Culture happens. Whether you are intentional about it or not, your organization will have a culture. What I tend to hear most often from leaders is that the culture they want and the culture they have are two very different things. This most often occurs because the leader has not been deliberate in developing the desired culture and probably doesn’t have a good feel for how to actually create a culture that embodies what they want.

In my experience and research, I’ve found three critical components to culture that a leader can actively work on to develop the culture they want exemplified in their organization. These three components answer the critical questions; 1) Why do we exist?, 2) Who are we?, and 3) How do we work together? It is important to mention here that having a good organizational culture doesn’t mean that there won’t be disagreements, problems, or creative tension. It does mean that there will be better alignment and that there is a foundation to ensure that the inherent conflicts and tensions that arise in teams and organizations are healthy.

Noble Cause or Purpose (Why?):

Simon Sinek talks about people not buying what you do, but buying why you do it. The same thing applies to employees and your workplace culture. Without a strong ‘why’, your people will struggle to align themselves and give their best. I was speaking with a young leader the other day and he asked how to get his team aligned. I asked him what his business’ purpose was and he only talked about making profits. Often, the leader hasn’t done the required ‘soul searching’ to come up with an inspiring and compelling purpose for their existence. Without a strong why, it is hard to build a strong and deliberate culture. Dan Pink’s research shows that one of the key motivators for individuals is the desire to be part of something bigger than themselves (connection with an inspiring organizational purpose).

Shared Core Values (Who?):

One of the most important cultural components is values. Every person has specific things they value and it’s no different for organizations. The key is to determine what the core shared values of the organization are and then live those values every day. Tony Hsieh talks about core values being more than just a poster on a conference room wall in the corporate offices, but being something that a leader is willing to hire and fire for. One thing that can help build and keep a deliberate culture, is hiring for values as well as competence. Adding values based questions into your hiring process is a good step in the creation of an intentional culture. Having a firmly held set of core values within an organization also helps with decision making as leaders and employees look at their work through the lens of the values to ensure that there is always alignment.

Aligned Work Processes (How?):

Creating work processes that are aligned and designed for effectiveness and efficiency will pay huge dividends in the culture. Many times, we find that the systems and processes within the organization are pitted directly against the desired culture. Leader’s need to ask themselves if the systems make it easy for people to do the right thing or behave the right way. Often, we find processes in place that make it easier for team members to do the wrong thing than to uphold the values or align with the mission.

As a leader, two of your key responsibilities are to create and maintain the desired culture and to help your team do their best work. Workplace cultures that are hostile, misaligned, or otherwise suck make it hard for the team within the organization to do great work.

Part of your leadership revolution has to be understanding your role in the culture you desire and doing the hard work of making it a reality.