Is Inconsistency Chipping Away At Your Company’s Culture?
Remember how it felt when that kid on the playground kept changing the rules in a game of tag, and you had to be IT over and over again? Now jump forward several decades. Is everyone playing by the same rules at work? If organizational culture is defined as ‘how we do things here,’ are all staff using the same playbook? Curiosity might kill the cat but inconsistency kills a culture.
Employees across the country in all industries can tick off times when rules are bent, excuses are made, and organizational policies are applied unfairly. Equally damaging to organizational culture is the perception of inconsistency — where decision makers have created policy, and assume it is standard, when in fact employees have a different perception.
Where do you see inconsistencies in the workplace?
- In communications from the executive team?
- In who is given the opportunity to speak in meetings?
- In how much leave people feel they can take?
- In the level of poor performance allowed before action is taken?
Unfortunately, inconsistencies are evident throughout many organizations no matter their size. The good news is, when decision-makers are aware of the inconsistencies, there are many opportunities for change.
Challenge Your Assumptions
“I assumed you knew…”
“I assumed you received this information at orientation.”
“I assumed all staff were informed…”
“I assumed you knew you were responsible for…”
“I assumed they were onboard.”
I could fill a page with assumptions people make about standard operating procedures. Setting aside unconscious bias for this post, our natural propensity to make assumptions can lead to misunderstandings. Frequent misunderstanding and miscommunications can quickly turn into disengagement. [bctt tweet=”At best assumptions can chip away at the culture of an organization, and at worst, define the culture.”]
Take for example a mid-size organization that has gone through some growing pains leading to layoffs and executive restructuring. A year later the company’s restructuring efforts culminate in growth and increased revenue, and the executive team decides to award bonuses.
Initially, staff are motivated by the financial reward. However, within days, a number of employees, while thankful for their bonus, start asking about the organization’s bonus policy and rules. When many supervisors and managers cannot answer questions such as, “How was my bonus determined?” “What can I do to make sure I receive a bonus in the future?” and “Why is the amount deposited in my account significantly less than the amount I was awarded?” the initial positive vibe quickly fades. Without clear answers many staff feel resentful, treated unfairly, unsure about their role in the organization’s mission. What went wrong?
The executive team assumed the bonus policy had been made available to all employees either during onboarding or in annual performance reviews. They had created a clear policy, but the infrastructure was not in place to ensure the information is transferred to all employees.
Cut the Drama
Neuroscientists have shown how the human brain seeks out patterns. Being able to recognize patterns is what gave humans their evolutionary edge over animals. Patterns in the workplace are evidenced in standard operating procedures, and human reaction to these patterns is exhibited in how secure the employee feels at work, and in their ability to do their job.
Consistency reduces workplace drama as employees do not have to waste precious energy or be distracted by worrying about fairness and justice. Consistency results in better employee understanding and higher levels of productivity because the employee feels safe and secure within the parameters of a clearly defined work structure.
Develop Tools For Supporting Consistency
Clearly defined and well-publicized organizational procedures and policies play a significant role in eliminating assumptions. An organization’s employee handbook can be a powerful tool in setting expectations and standards that are specific, clear, and available to all employees. But in order for the handbook to serve its purpose effectively, three elements need to be in place:
- Develop – The guide or manual should be written with careful consideration of the intent, goals, and objectives for every job position, taking into consideration how one position relates to another.
- Communicate – Have a coordinated process for every employee to learn and understand the document as it relates to their job.
- Review – Any corporate document needs to be reviewed on a regular basis to ensure that it aligns with changes in the organization.
For decision makers, consistency of communication, standards, and policy implementation allows for the ability to accurately measure the results of performance, its effectiveness and productivity. Consistency allows for accountability without excuses.