Was sind einige häufige Fallstricke und Fehler, die Sie bei der Gestaltung der Kultur Ihres Teams vermeiden sollten?

More than clarity, I think the issue is alignment to the local reality. Most companies have a clear vision, mission, and values which is communicated through official channels, but these are usually stated in a very general manner, way up there. It is key to spread these concepts across functions and departments of the organization for people to understand how these relate to their daily practices, and what proper or inadequate behaviors look like. Also, in large multinational companies there are cultural nuances that need to be considered, and these might require another level of adaptability and flexibility for the culture to stick in.

A key phrase of your contribution to this article is its complex and is an Ongoing process. Changing culture and adapting takes time and must be fully understood and positively agreed upon as process is ongoing.

In my experience, many companies struggle to provide employees with a clear and relatable vision of the desired culture. However, the real issue lies in how the culture's vision is initially created, not how it's being communicated. To uncover an authentic cultural identity, it is crucial to tap into the collective wisdom of the entire team. Employees' active involvement is essential. They are the ones who have firsthand insights into the organization's dynamics and values. Inclusion fosters ownership and commitment, resulting in a cohesive, engaged, and high-performing culture. By involving the team, organizations cultivate an authentic, relatable culture built on shared experiences and aspirations.

Culture is a tool. Whether it's a useful tool however is going to be a function of whether it's serving to enable strategy or detract from it. In my experience, too many leaders can't well articulate the "if...then..." statement when it comes to cultural change (i.e., "if we are more ____, then we will achieve ____". But only by being clear regarding what that strategy is and how exactly the culture will support its realization, leaders can communicate consistently among each other and with their teams regarding the why behind the what, the behavioral expectations, the leading indicators of success that'll show progress, etc. which will all support the cultural change journey.

> Overly controlling behavior can stifle creativity and autonomy. > Ineffective communication can lead to misunderstandings and a negative work environment. > Unclear or changing expectations can create confusion and frustration among team members.

When shaping your team's culture, avoid these common pitfalls: 1. Lack of Clarity: Failing to clearly define and communicate the desired culture leads to confusion and inconsistency. 2. Ignoring Feedback: Not listening to team members can create a culture of distrust and disengagement. 3. Inconsistency: Leaders not embodying the values they promote undermine credibility. 4. Neglecting Diversity: A homogeneous culture stifles innovation and inclusivity. 5. Overlooking Well-being: Prioritizing performance over employee well-being can result in burnout and high turnover. Proactively address these areas to cultivate a positive and sustainable team culture.

Clarity is central to successfully establishing a common understanding of the culture, and create alignment to the purpose, vision, and goals. However, the best clarity won't help if there is a lack of communication. Leaders may shy away from repeating that clear message over and over again, however, it is necessary to reinforce the behaviors, principles, and ways of working in the organization. Without constant repetition and reinforcement there is a risk of unintended shifts across the teams and over time. Another aspect to consider is that clarity and reinforcement can mean and be perceived very differently in geographically different cultures. So this should be taken into consideration when working with regional and local leadership.

Shaping organizational culture is a complex and ongoing process that requires thoughtful planning, consistent effort, and strong leadership. There are several common blind spots and mistakes that organizations make in shaping culture: - Ignoring Existing Culture - Lack of Leadership Alignment - Overlooking Employee Input - Focusing Solely on Surface-Level Changes - Failure to Communicate Effectively - Inconsistency and Lack of Follow-Through - Resistance to Change - Ignoring Cultural Subgroups - Focusing Exclusively on Values Statements - Expecting Quick Fixes Being mindful of these common blind spots and mistakes will allow organizations to navigate the complexities of culture change more effectively.

As a leader in any capacity, it is imperative first to appreciate every team member's cultural perspective. A team is a team for one main reason: we believe the collective idea is better than any individual. So, creating a team culture that fosters open communication is essential. As the leader, this open communication should be modeled, and all opportunities to reinforce this should be used effectively. When individuals feel free to communicate, it reduces stress and the fear of failure within the working environment—ultimately increasing the creativity and overall productivity of the team.

Trust is one of the most important and fundamental ingredients when shaping team culture. Where trust is present in a team it cuts through resistance faster, and enables harvesting & sharing of good ideas and suggestions from everyone in the team on how to shape the culture. It creates buy-in – much more than merely a vision or a well-thought out plan. A lack of trust or not spending enough time to build trust and where we rather focus on the activities & plans is a common mistake when shaping team culture. Sufficient trust allows the team to take risks and be vulnerable together on the journey. People want to be heard & understood before they are willing to adapt or change.

In my experience, the biggest enemy of shaping your team's culture is what I call the "Founder's Syndrome" (assuming you're the one). Your personality, backstory, and experience gave an impetus for something beautiful. Please don't ruin it with your EGO. Do you know what makes CEOs stand out from the others? Their ability to see the day will come when they will be replaced by the next generation of geniuses who will, in turn, transform the core team's culture in ways adequate to the spirit of their times and lives.

Resistance to change often stems from the discomfort associated with departing from familiar routines and established norms. The lack of understanding or acknowledgment of these emotional ties can lead to a failure in addressing the root causes of resistance. People may feel a sense of loss or fear associated with change, impacting their emotional well-being. By recognizing the emotional aspects of change and involving team members in the process, you not only validate their feelings but also create a supportive environment for addressing concerns. *I ask team members what they fear, and what is causing them to feel sad, as roots to their feelings of anger and resistance, opening psychological safety for conversations to occur.*

Com toda certeza, uma boa prática é envolver os membros da equipe desde o início no processo de formação da cultura. Ouça suas preocupações, feedback e sugestões, garantindo que se sintam parte da mudança. Além disso, forneça o apoio, os recursos e o treinamento necessários para que possam abraçar a mudança e superar os obstáculos. Isso ajuda a mitigar a resistência e facilita a adaptação a novas expectativas e situações.

An important question to answer is what the cause of potential resistance to change is. Does it have something to do with the new culture itself? Or is it more about the way it is being communicated? There should be adequate effort to involve people in the process, to clearly formulate the culture, to communicate frequently, to share the reason for change. If there is still resistance, it might be that certain people cannot align the new culture with their own values and beliefs. In that case, a respectful conversation should be sought, to understand whether there can be a common understanding to find a solution for them to stay. And if there isn't, constructively seek an agreement and provide support so that they can move on with grace.

It is natural to expect some resistance or scepticism when people are asked to change or do things differently. However, what ignites the vision, reduces resistance, or enables people to stay committed to the plan? In short, trust. Knowing and being honest about the true intention behind the need for shaping a team’s culture is necessary. In conjunction to this, competence, demonstrated through capability, reliability and getting results all contribute to building strong trust. And this, in turn, creates momentum and enthusiasm for the process and in the team’s ability to collectively shape the culture in a positive way.

Engage your team in the creation of expectations. The creation of a tool like a culture playbook can be a good way focus energies.

Research has shown that more diverse teams are more creative, perform better, and deliver better results. It should therefore be in any organization's interest to foster diversity in its teams. The culture sets the tone and can be a powerful enabler if done right, but also be the reason that hinders diversity by not being inclusive. That being said, even if the culture is supposedly set up to be inclusive and support diversity, if that diversity is not actually observable across all levels of the organization, including top leadership, then the credibility will undeniably suffer.

When creating a team, it's important to check your own unconscious biases. One thing I've found helpful is the diversity wheel. Before vulnerable interpersonal interactions, like an interview or difficult conversation, I review the diversity wheel to make myself conscious of my own lens and review the rest of the wheel to look out for other lenses.

It's one thing to lean into the company culture that has been collaboratively created and treasured, but if there it no accountability for those whose actions fail to uphold it, that's almost worse than having a weak culture. It becomes an existential crisis for the company to say they value the culture and have some team members violate it with impunity, particularly in positions of leadership.

A lack of accountability will often be a symptom of underlying deeper issues. One is that people are not feeling truly committed, and therefore do not feel they are accountable, nor do they care to hold others accountable. Another is that there most likely is a lack of trust, and with that no or not enough psychological safety in the team. Those things are prerequisites for truly holding each other accountable and for occasional healthy conflict. That shows commitment, as long as those debates remain focused on the issue at hand and don't become personal. It is not about blame and shame, it is about working together in the pursuit of the best possible solution.

Don't be afraid to share with someone if they didn't accomplish a goal or with the level of quality you expected. Only by responding when someone fails to live up to your team level agreements, will they be willing to put in the effort next time.

While it is important to not become too rigid, the culture plays an important role by providing guiding principles to the people. This should help everyone in things like decision-making, collaboration, prioritization, hiring, etc. If the culture becomes too fluid, then it looses its power as navigational help, as it becomes ambiguous and confusing. The revision and adaptation of the culture should therefore be carefully considered and well founded to avoid running after the latest trends and fads. The culture should remain true to the organization's purpose at all times, while being able to mold itself to adjust to larger and more profound changes both inside and outside of the company.

One pitfall in shaping a team culture that hasn't been mentioned is forgetting that a healthy culture is meant to be an enabler. Culture is not an end in itself and there is no one-size-fits-all. Culture is contextual. A reliable way to evaluate whether you have the right culture is not to compare yourself to other companies or teams but to look at how your culture is supporting your team's goals and whether it's giving people an opportunity to do their best work.

Communication of expectations. Levels of adaptability and flexibility. It needs to be front and center. All employees on the same page. Fast paced environment. Expect change and expect it fast. If not communicated properly this can create chaos and can mortally wound your business.

Atos falhos podem revelar desafios ocultos ao moldar a cultura da equipe. Um exemplo clássico é o líder que, ao tentar incentivar a colaboração, diz: "Aqui valorizamos a competição interna acima de tudo", quando queria dizer "colaboração". Esse deslize inconsciente pode refletir um conflito interno ou um valor implícito na cultura organizacional, criando confusão entre os membros. Outro erro é prometer transparência e, ao delegar tarefas, dizer: "Façam do jeito que eu sempre mando". Esses atos podem minar a confiança e a sinergia cultural. Reconhecê-los e corrigi-los rapidamente é essencial para evitar conflitos e fortalecer a cultura desejada.

The most important thing, first off: Prioritize employee well-being as a foundational element of your team's culture. Neglecting work-life balance, failing to address burnout, or disregarding the mental and physical health of employees can erode trust and engagement.

In my experience, the best team cultures are both fitting and aspirational. Lean into your team's strengths and ask them, "If we are strong in X, what else could we be strong in?" Bringing your team into the conversation can help create a sense of accountability and co-ownership. You won't have all the answers on your own, but together, you'll have the answer.

The overall purpose of good culture is more about how the culture will benefit, not only the team, but the overall business. Not only the benefit to the team or organisation, but also the impact of the business or team on customers, societies or employees alike. So the impact of good and healthy culture is wide-spread and impacts many stakeholders. Trust is essential when keeping this bigger purpose in mind, as trust engages people in a very different way to stay committed & enthusiastic about a common & shared future state

Vou te contar um dos erros que eu mais vejo acontecer: implementar ações culturais sem embasamento, ou desalinhadas com a cultura. Um exemplo bem comum: a empresa quer fortalecer a colaboração e implementa um sistema de metas e recompensas individuais que estimula a competição interna. A sua equipe já tem uma cultura, mesmo que você não saiba. Use-a a seu favor e construa artefatos (processos, ritos) que corroborem com o que já existe. É mais fácil nadar a favor da correnteza. Reforçar o que já é bom. Redirecionar o que precisa ser melhorado.

Dear leaders, Culture is not good or bad, it can be right or wrong depending on context, objectives and vision. Stop building a good culture, start knowing the one that you already have. Do you know if your organization’s culture is an ally or an enemy to your projects? Culture is the sum of behaviours and habits of the people in your team, not some fairy-tale you heard from a guru!

In my view culture is one of three key pillars of a company. The other two are organizational health and strategy. Culture nurtures belonging, and ties the strategy to the purpose. Organizational health fosters well-being, ensuring that people feel safe, find fulfillment in their work, and feel seen and valued. Startegy provides direction and channels the energy that comes from a healthy culture in the right direction. A company which manages to cater to those three pillars in a consistent and committed manner, without being sidetracked, will attract and retain the best talent, will be creative and innovative, and will deliver outstanding results over long periods of time.