Organizational culture often matters more than where you live.
This article is part of our Life at Work Series — where we explore the practices, challenges, and lessons that shape our professional lives.
That First Morning
One of the great things about facilitating workshops across many countries and regions is that you get to see a lot of organizational culture up close and personal.
Whether in Kuala Lumpur, Colombo or Frankfurt, the first morning of a scheduled workshop session is always interesting.
- Will all the participants turn up? Will they turn up on time?
- Will Management turn up? If so, who – and how long will they stay?
- Does Management all sit together? Or do they integrate into the group at large?
- What does the energy feel like before the session begins?
- Do Participants talk to each other or do they stare at their mobile phones?
- How does management speak to staff — as adults, or like children?
What I see on that first morning of a session — before introductions have been made — should be the “best” of the organizational culture.
Why? Because it’s not work.
Participants are there to learn and grow.
And because the gap or opportunity is so significant, an external Provider was asked to come in.
On a Recent Drizzly Morning in ______ (fill in the country)
On a recent drizzly morning session, half the Participants had not arrived by starting time.
The HR Representative leaned over to me and said one of these:
“Well you know we ______like to sleep in.”
“We’re always late in ______.”
“When it rains you know how it is in ______.”
But over the years I’ve been conducting sessions, I’ve found that what matters most is where you work — not where you live.
Organizational Culture Matters Most
In countries which have a reputation for staff absenteeism and tardiness, I’ve worked with organizations where people aren’t late.
And in countries with a reputation for staff timidity, I’ve worked with organizations where people laugh, chat, and ask great questions.
For another example, in countries where a traditional management hierarchy is revered, I’ve worked with organizations where management and staff intermingle and sit together as peers during workshops.
Great Organizational Culture Always Matters the Most
The way the Employees at Company X carry themselves can be quite different than the way Employees at Company Y carry themselves.
Even when their offices are in the same office building.
Blaming Poor Behavior on Country or National Dynamics Is Just Lazy
Of course, there are wonderful examples of national culture that embody happiness, wellbeing, and getting things done. An entire article could be devoted to these examples.
It’s not my style to be negative.
But when HR or management blames poor behavior on country or national dynamics, it’s not a good look — and it usually signals a deeper cultural issue.
Everyone has a choice — to be on time, to speak up, and to help build a positive organizational culture.
Related Reading: Introducing Our Team Leader Series of Articles
Thank You for Reading
I regularly share stories, strategies, and insights from our work across Contact Centers, Customer Service, and Customer Experience. If this resonates, I’d love to stay connected.
You can drop me a line anytime, or subscribe via our website.
Daniel Ord
[email protected]
www.omnitouchinternational.com
