Organisational values can be seen as an imposed, unnecessary set of guiding principles that are subscribed to by organisations. It begs the question of whose values? the leadership team, the working group who pulled it together or a set of aspirations which is often unattainable. Regardless of how we feel about values or how we came to the subscribed rule of engagement, an organisation's values (often unwritten) define all the actions that are acceptable and unacceptable in that organisation. The leaders of the organisation usually drive this. What they believe is the right thing to do and not to do. 
 
In one of my recent posts, I discussed various types of power. You will find that value systems constrain how political power is sought and exercised. If your boss is hierarchical, then everyone will seek positional power. If the leader leads with expertise, everyone around them will seek to increase their knowledge so they don't come across as uninformed. 
 
Depending on the establishment, values can determine what kind of emotions and interpersonal relationships, it is appropriate to have and in what context, and invariable what kinds of informal structure the organisation has. The tension point around values grows where the value system of the leaders grows so far apart from those they are leading. An example is the multigenerational workforce discussions that arise from time to time, or the whole debate around quiet quitting, or the discussions around bringing your whole self to work/emotional transparency and vulnerability. 
 
Values become even more problematic in the face of conflict as both parties re-examine each other's values and how to react to one another. Should we use the new shiny object called technology or stick with the tried and tested means? Should we invest less in a generation that frequently moves jobs? Do we feel affronted by the seemingly opinionated colleague, or should we rely on the wisdom of the voice of the experience in the room? Is your positional power holding less and less authority? 
 
A change in values is often a good thing. A change in societal values led to the concept of equality and diversity in the workplace, the right to a decent wage etc. The responsibility of leaders in the workplace is to examine the evolving values around them and adapt accordingly, constantly. The only constant thing in life is change, and beyond what we write on our brochures and our office walls, regularly examine your unwritten values and the effect of these at our place of work. ​

Last week I described four factors that contribute to a high-performing culture. I covered how new members join the group, the importance of true diversity, leading by example, and the importance a shared language. This week I will be focusing on other factors, namely:
  

• Stories carry history and values and reinforce group identity   
• Humour and play reduce tension and encourage creativity   
• Rituals and ceremony lift the spirits and reinforce values  
• Informal cultural players contribute disproportionately to their formal roles  
• Soul is the secret to success  

The human brain loves a good story. Everything around us is about storytelling. The news, articles, books, movies, and chats all make life exciting and simulate us differently. What stories are told of the organisation, the group identity or the team character? Does it create a legend or demonstrate what we value as a team? Have you ever joined a team and seen the work of your predecessor in the post held in high regard because of what they delivered? Or a person in your organisation known as a fixer? All these create stories. Some become a legend, and many do not, but they paint a picture that either attracts inclusion or epitomise exclusion. 

Humour and play are essential to team dynamics. It releases tension, stimulates and can be a source of creativity. In children, playing is a form of developing social and communication skills (and general learning). Suppose we believe in the brain's neuroplasticity. Why do we eradicate play from the adult work-life curriculum when we know communication breakdown is one of the most significant sources of conflict in the workplace?  

Rituals at work communicate a deeper meaning than the ritual itself. Maria Popova said the structure of routine comforts us, and the specialness of rituals vitalises us. In addition to rituals are the ceremonies that accompany our work. What ceremonies are there to raise team spirit and reinforce shared dedication towards a common goal? Team and staff meetings are good opportunities to create ceremonies and rituals. I used to regularly attend a senior team meeting where the director had a ritual of starting the meeting with good news, either personally or professionally from all present. This usually sets the tone for the rest of the meeting. Ceremonies such as celebrating milestones at all-staff meetings or fancy-dress end-of-year parties to celebrate the hardwood of the team often call to attention the value of teamwork and hard work.   

Organisations often assess individuals based on their formal roles but the informal roles of individuals cannot be underestimated. Some of us will be familiar with informal roles such as the confidant of the team (the person who other colleagues share their challenges with) or the informal secretary of the team (the one who ensures that the team away day is organised correctly), or the gatekeeper (the one who smooths things out and ensure proper communication). Managers and team members should encourage and appreciate these roles as they help maintain a high-performing culture.  

Finally, meaning is very important. It is the feeling of connection a staff attaches to the value of their work, not just the work. It is essential to distinguish between the values attached to the work and the work itself. Meaning makes people see their role as a job AND a calling. This makes them bring the energy necessary to the work.  

As I bring this post to a close, reflect on what identity story your team tells, how you use play and ritual, appreciate those informal roles, and harness value-based meaning. With the current economic crisis, the role of a manager is problematic as they try to grapple with the effect of the crisis on their people, the need to balance the books and other stakeholder interest pressure. Authentic leadership emerges when a leader can continually create a community of shared culture above and beyond the current crisis.

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Several articles have been written about this. I am reading an academic text on Reframing Organisations (Bolman and Deal 2021) and just read a chapter called culture in action. The book suggests the following creates and maintains group culture.
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• How someone becomes a group member is important.
• Diversity supports a team's competitive advantage.
• Example, not command holds the team together
• A specialised language fosters cohesion and commitment (in software engineering it is call it an 'Ubiquitous Language')
• Stories carry history and values and reinforce group identity
• Humour and play reduce tension and encourage creativity
• Rituals and ceremony lift the spirits and reinforce values
• Informal cultural players contribute disproportionately to their formal roles
• Soul is the secret to success

The book discusses how new members become part of the group as a mutual choice marked by a ritual. The undertaking of the team is made clear to the new member. During recruitment, clarity of the role, state of the team and the challenges. Is the company hierarchical? Is it always on culture, or are there any pertinent legacy challenges they need to know about. Of course, the level of detail is dependent on the role. But we often try to paint a rosy picture of our workforce. We then are subsequently disappointed when expectations are unmatched.

Diversity of people, skills and styles is necessary. Complimentary skills are essential, especially in knowledge-based industries. Who in the team is creative, detail-oriented, a risk taker, big picture, or a problem-solver? Which team members are persistent, who plays devil's advocate, who in the group has high energy and is your minister of fun, and who is the confidante of the team? Harnessing all these energies will create a competitive advantage and a richer work environment for those within it.

What consistent characteristic do the group want to be known for, and how do the formal leaders of the group exemplify this? I have seen this in practice. I once worked for a leader who had a coaching approach to leadership. Because of her style, the managers in her team also adopted a coaching approach, regardless of their default leadership style. This meant that the team were a team of good listeners and used good questioning techniques to support the organisation. The subtle approach was very effective in directing the team to its common goals rather than explicit direction by the leader.

Language is a powerful tool. It is a gift to humanity which enables us to understand each other not just on an auditory level but gives us a shared lingo to understand each other better. One common way of developing a shared vocabulary is through personality profile assessments. Once shared, it can provide a shared vocabulary, especially when tensions are occurring within the team. This doesn't mean that people are labelled, but it creates a level of awareness of others in the group and how this shapes team dynamics.

I will continue this post next week but as you read it, ask yourself how are people joining your team, and what are the expectations vs the reality, if your team is diverse if you are leading by example, what is your common vocabulary, and does everyone know what it means?