Organizational Spirit

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An important key to the success of a business is its culture. I prefer to call this organizational spirit, because the most effective cultures are energetic and loyal.

An important key to the success of a business is its culture. I prefer to call this organizational spirit, because the most effective cultures are energetic and loyal.

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I have worked for four organizations. Two had outstanding cultures in which we worked hard, had a great time, and bounced ideas off of one another. The senior management teams were well liked and respected, and we were dedicated to learning and growing in our jobs and effectiveness. In short, we loved what we did, had pride in and loyalty to one another, and were regarded as best in our field.

I have worked for four organizations. Two had outstanding cultures in which we worked hard, had a great time, and bounced ideas off of one another. The senior management teams were well liked and respected, and we were dedicated to learning and growing in our jobs and effectiveness. In short, we loved what we did, had pride in and loyalty to one another, and were regarded as best in our field.

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The other two organizations for which I worked were completely different. The top executives were perceived to have a sense of self-importance and were neither encouraging nor open to bottom up-ideas. And the cultures were heavily bureaucratic.

The other two organizations for which I worked were completely different. The top executives were perceived to have a sense of self-importance and were neither encouraging nor open to bottom up-ideas. And the cultures were heavily bureaucratic.

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In the organizations with outstanding cultures, the quality of work was consistently excellent. In contrast, the organizations with egotistical leadership were nearly paralyzed, and turnover was high.

In the organizations with outstanding cultures, the quality of work was consistently excellent. In contrast, the organizations with egotistical leadership were nearly paralyzed, and turnover was high.

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In today’s business world, in which so many publically owned companies are driven to hit 90-day earnings estimates, it is difficult to create outstanding cultures. The pressure to produce financial results is so strong that companies continually must do more with fewer people. As a result, people are working very, very hard. And with the endless flow of emails and social media coming at us, most people simply are too busy to worry about organizational culture.

In today’s business world, in which so many publically owned companies are driven to hit 90-day earnings estimates, it is difficult to create outstanding cultures. The pressure to produce financial results is so strong that companies continually must do more with fewer people. As a result, people are working very, very hard. And with the endless flow of emails and social media coming at us, most people simply are too busy to worry about organizational culture.

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It seems every company declares: “Our greatest asset is our people.” This is easy to say, but how many companies truly support such a proclamation by investing in their people, treating them as valued team members, and providing the resources necessary for them to feel appreciated and supported?

It seems every company declares: “Our greatest asset is our people.” This is easy to say, but how many companies truly support such a proclamation by investing in their people, treating them as valued team members, and providing the resources necessary for them to feel appreciated and supported?

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Not very many. Up to 70 percent of the people in the workplace today would consider leaving for a new job, 32 percent are actively looking for a new job, 43 percent feel a lack of recognition for their work, and 31 percent do not like their boss.

Not very many. Up to 70 percent of the people in the workplace today would consider leaving for a new job, 32 percent are actively looking for a new job, 43 percent feel a lack of recognition for their work, and 31 percent do not like their boss.

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Here’s why I prefer the term organization spirit rather than culture. Culture begins with the spirit and enthusiasm of the people in the organization. Are your people:

Here’s why I prefer the term organization spirit rather than culture. Culture begins with the spirit and enthusiasm of the people in the organization. Are your people:

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  highly motivated

  highly motivated

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  energetic

  energetic

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  positive

  positive

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  respectful of top management

  respectful of top management

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  proud of their work and company

  proud of their work and company

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  helpful to one another?

  helpful to one another?

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Our culture is created over time by the attitude and actions of our people.

Our culture is created over time by the attitude and actions of our people.

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Our senior people must realize that they have to earn the trust and respect of their people every day. And respect and trust do not come with title or office. Leadership is influence. It’s about how people carry themselves. It’s about one’s attitude, actions, and character.

Our senior people must realize that they have to earn the trust and respect of their people every day. And respect and trust do not come with title or office. Leadership is influence. It’s about how people carry themselves. It’s about one’s attitude, actions, and character.

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Executives simply have to get out of their offices and off of their floors, and visit with their people—ask them for their ideas, inquire about resources they require, and treat them as teammates. Managers must walk side-by-side with their employees.

Executives simply have to get out of their offices and off of their floors, and visit with their people—ask them for their ideas, inquire about resources they require, and treat them as teammates. Managers must walk side-by-side with their employees.

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Top-down directives are not nearly as effective as bottom-up ideas. If we want people to have passion for their work and a sense of ownership and pride, they have to feel appreciated and heard. They have to know that their ideas matter.

Top-down directives are not nearly as effective as bottom-up ideas. If we want people to have passion for their work and a sense of ownership and pride, they have to feel appreciated and heard. They have to know that their ideas matter.

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It takes time to create this culture within an organization. And it takes commitment to spend less time in meetings, in front of the screen, or on conference calls. We must have conversations with our people—that’s how we build outstanding and winning cultures. Internal relationships and culture are as important as any other responsibility.

It takes time to create this culture within an organization. And it takes commitment to spend less time in meetings, in front of the screen, or on conference calls. We must have conversations with our people—that’s how we build outstanding and winning cultures. Internal relationships and culture are as important as any other responsibility.

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It’s not about working more hours. It’s about making sure we demonstrate to our people that we genuinely care about them, know and appreciate their ideas, and help them succeed. Slow down and take the time to develop relationships.

It’s not about working more hours. It’s about making sure we demonstrate to our people that we genuinely care about them, know and appreciate their ideas, and help them succeed. Slow down and take the time to develop relationships.

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Organizational culture matters immensely and begins with the morale, spirit, and enthusiasm of its people.

Organizational culture matters immensely and begins with the morale, spirit, and enthusiasm of its people.