The Company You Keep
“Your company doesn’t have a culture. It IS a culture.” – Simon Sinek
When you can wrap your arms around that fact, you’re able to step forward into a clearer understanding of what you do and why it matters. It’s partly outcome-based largely on the decisions of its leaders. It’s never stagnant; constantly evolving and ever-changing.
Setbacks in business aren’t all that different. Whether it’s a significant financial downturn, the loss of a key product or an unforeseen controversy, organizations are also forced to reflect and evaluate. Employees are often left wondering if it’s possible for the company to come back and, if it can, what their role will be and what will be different. How the organization responds will inevitably dictate its future viability.
The most important people to the culture are those who leave. This is hard to say because it sounds mean: the people you fire are more important to your culture than the people you hire. You can evaluate talent all day long and you’ll still be wrong a majority of the time. UNLESS you’re able to protect the environment by recognizing where you have erred and course correct. You reveal what the current culture is – looks like or behaves – as a by-product of who stays and who goes, and to effectively fine-tune your way into what your culture is by learning who fits and who doesn’t — and by learning what precisely it is they are fitting into. To do this requires courage and confrontation
“The most important people to the culture are those who leave.”