In a blog post on TLNT, Tim Kuppler wrote about the four keys to building a strong culture. What most intrigued me about his post was that 2 of the 4 keys are measurement.
“Measure your culture and engage the organization in understanding the results at a deeper level. I am absolutely amazed by how many expert opinions about culture change lack this basic and absolutely obvious fundamental. Some organizations think they may be covering this measurement through an engagement, climate, satisfaction or other survey but they are actually only evaluating a fraction of the overall culture. Use a research-based tool with a substantial benchmark database so you will be compared to many other organizations. Engage your organization in the process to move from the fog of opinions and lack of clarity about your culture to a clearly defined picture of what you are all about. You’ll understand the overall culture and how it varies by department, division, level, geography or other key sub-groups. It’s like taking an MRI of your culture. This clear definition of “who we are” is critical for the next step where strengths are leveraged and weak areas improved that have been holding the organization back.”
“Measure progress consistently and refine improvements with discipline and determination. John Kotter references the need to implement a new “operating model” as part of the change. Think about habits and routines more than one-time actions. How will you need to adjust meeting schedules, communication plans, measurements, tracking formats, team structures or other areas to improve how you manage the 1-3 priorities you identified? It will be important to monitor key measures related to the top priorities since culture clearly impacts performance however you define “performance” in your organization. There will need to be regularly scheduled feedback and prioritization routines to identify and build on what’s working and to adjust actions that aren’t having the desired impact. The organization will see what’s working and what’s not and will spread the good ideas of your new operating model to areas outside of the 1-3 priorities you originally identified. You’ll know at that point you have the flywheel of culture change moving and gaining momentum.”
I agree with Tim that measurement is often overlooked or underutilized, even by true culture proponents. Even more to the point, you must decide what you want to measure before you launch your new initiative and definitely before you set out to measure it.
All too often, people will measure anything, then manipulate the results to tell a good story afterwards. Instead, if you want solid, actionable culture change and sustained positive culture over time, you must determine your metrics for success first, and then consistently and ongoing measure against those metrics.
About Derek Irvine
The VP of Client Strategy and Consulting at Globoforce, Derek Irvine is one of the world’s foremost experts on employee recognition and engagement, helping business leaders set a higher vision and ambition for their organizations. As a renowned speaker and co-author of "The Power of Thanks" and "Winning with a Culture of Recognition," he teaches companies how to use recognition to proactively manage company culture. Derek holds a B.Comm and Masters of Business Studies from the Smurfit Graduate Business School at University College Dublin.