17You can gain deep insights about an organization’s culture by understanding:
- how decisions are made
- how recognition, aka “kudos,” is awarded
Consider asking those two questions about a company the next time you are interviewing for a new position, in addition to the other best job interview questions.
The answers to these questions reflect the leadership style and organizational dynamic established by the leader. As a recovering consultant, I could not resist the impulse to reduce this concept to a two-by-two matrix:
In the lower left corner, we have a culture of lobbying and arm twisting where for decisions and recognition the forum is private and the basis is mostly on influence. This culture is often found in teams with weak leadership, where the boss is routinely peppered with closed-door “advice,” either thinly or thickly disguised as an agenda of personal advancement. Team direction changes frequently and indescribably, relying on informal channels of communication to disseminate the new direction. Expect high attrition from staff who value transparency and meritocracy.
In the upper left corner, we have a culture dominated by the “squeaky wheel” where for decisions and recognition the forum is public and the basis is mostly on influence. Tantrums, meeting hijack, and open conflict are reinforced as means to an end by the steady advance of a vocal minority in the organization. While also a product of weak leadership, the only improvement over the lower-left lobbying culture is that the rules of the game are publicly known. Anyone unwilling to compromise personal integrity for career advancement will not last long in this culture.
In the lower right corner, we have a stable, humble culture of relative introverts where for decisions and recognition the forum is private and the basis is mostly on merit. This culture likely reflects the self-image and natural personality of its leader. I’ve chosen a cupcake as the image to reflect this culture because it is a satisfying individual treat. While it might be relatively boring, this culture will also likely be more successful than those on the left side of the matrix, as individuals who cannot compete on merit alone and those who crave public recognition will exit.
In the top right corner, we have the most transparent, extroverted, results-oriented type of culture in this matrix, where for decisions and recognition the forum is public and the basis is mostly on merit. The multi-tiered party cake represents the culture in which the success of an individual greats benefits for the group. Decision making and recognition are public and merit, meaning that the “rules of the game” are clearly demonstrated and objective. While this culture requires a strong leader who is not afraid to hire “A players”, it will likely have higher performance and lower turnover than the other squares in this matrix.
In this summary, I have done my best to withhold judgement and simply provide a framework for readers to identify a company culture so that they can best chose the one that fits their own needs. If you have other “cultural diagnostic” questions to share, please leave a comment!