Last week’s blog on Engage Younger Workers or Bore and Lose Them got me thinking further about how meetings most clearly showcase the organizational or even division/department’s mini-culture. I was running a two-day offsite planning retreat recently where the disconnect between the culture the leadership team wanted to build and their group behavior was huge. One of the research and writing projects on my long term list is to explore this connection much further.
Here are a few examples of the link between meeting behavior and organizational culture:
|Meeting Behavior||Organization/Department Culture|
|Potshots, “humorous” zingers, and putdowns often||Turf protecting and silos|
|Meetings rarely start and stop on time||People feel overloaded and overwhelmed by constant urgencies and crisis|
|No agendas or prioritizing of agenda items||Goals and priorities are unclear and conflicting|
|Participants deal with their e-mail, take phone calls, and wander in and out of meetings||Respect and engagement/morale levels slip and many people don’t feel valued or that their opinions matter.|
|Participants cut each other off and engage in side conversations||Low trust and cooperation levels|
If you’re interested in the connections between management team behavior and culture here are some further links to follow:
- Culture Change Starts with the Management Team
When change fails, it can almost always be traced to dysfunctional leadership. More
The lead story on the May 2006 issue of The Leader Letter (“Are You Sending Contradictory Signals?”) features a chart showing with a column on “Changes I want to See in Others” and “Examples of Contradictory Signals.”
Take our short quiz on “Does Your Organization Have a High-Performance
Culture?” at https://www.clemmergroup.com/quizzes/does_your_organization_have_a_high-performance_culture__11.php.