A company’s culture is not defined solely by executives, but instead the behaviors of every employee and leader in the company. When an organization is poised for growth, the culture must support it. In this video, Phil Geldart discusses the elements that exist in a culture which will support organizational growth.
A culture of an organization is the sum total of the behaviors of every individual. A culture is not what the senior executives think it should be or want it to be. A culture is not what we put in the annual reports. A culture isn't what we put on the posters around the building. The culture is what we get when we aggregate all the behaviors of the individuals, which is a fascinating thing when you think about it.
When I walk through a building and I see how people interact, and I hear how they talk in the meeting rooms and then how they maybe talk differently outside the meeting room about the same topic. That is telling me about how people behave, and that is beginning to define the culture.
So, if you want the organization to grow, you need to think about is my culture healthy with reference to growth? Well now that then leads to okay, so what do I want my individuals to do? How do I want them to behave? Which drives to things like we should respect each other, we should value each other, we should respect diversity, we should learn to communicate in a way that is clear, and not ambiguous.
Those are things which we often think well those are the soft sides of management, the soft sides of business, but they aren't. They are critical to defining the culture and if the culture is defined well, so that it optimizes efficiency, it optimizes productivity. Which comes by optimizing the talent of my people, which comes from people feeling good about being there. Feeling like they can contribute, and that they're being heard and respected, then they give everything they can and when people give everything they can to a company, then it succeeds. So, those are the critical issues when defining a corporate culture for growth.
Phil Geldart, founder and Chief Executive Officer at Eagle’s Flight, is a recognized authority in the areas of transforming organizational culture and leadership development. He pioneered experiential learning in the training and development industry, his company is now a leader in that field. He has created numerous experiential learning programs which are now used around the world and translated into over two dozen languages. Phil is a powerful speaker, author of seven insightful books in areas crucial to performance improvement, such as leadership, teamwork, experiential learning and culture transformation; and he is a recognized thought leader in the area of releasing human potential. Prior to his current leadership role at Eagle’s Flight he was an executive with Nestlé Canada.
About Eagle's Flight
Founded in 1988, Eagle's Flight has earned its reputation as a global leader in the development and delivery of business-relevant, experiential learning programs that achieve specific training objectives and lasting behavior changes.