Management myth-busters: Does culture really eat strategy for breakfast?
Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway? ...
by Véronique Bogliolo Published 31 October 2024 in Brain Circuits • 3 min read
Pay careful attention to people’s body language. Non-verbal cues and indications of genuine interest are the key ‘tells’ rather than what people are prepared to say out loud or state in writing, particularly in a group setting.
Take a step back and look to see how people are interacting with each other. Are they sharing complicit glances? Are they avoiding eye contact? Pay particular attention to silence and inattentiveness – both are strong signals that you have lost your audience.
To test whether your audience is really listening to you, ask them questions about what you’re saying, such as, “What haven’t I covered?” and “What would you like to achieve in this project?” The more questions they ask, the more engaged they are with you – and with your vision – and vice versa.
Collaboration and entrepreneurial spirit are often highly encouraged by the senior leadership team – in theory. But is the corporate culture more results-oriented? Are you more focused on project completion and celebrating individual successes, including yours? If so, you need to dial down the ‘hail-to-the-chief’ vibe and shine the spotlight on teamwork and shared achievements.
Just as important as heeding the signals from others is avoiding sending the wrong ones yourself. Do you tend to focus on the challenges and difficulties ahead? If so, you may be unintentionally signaling to colleagues that they don’t have what it takes. Remember, many people in the team are ‘just doing their job’ and won’t necessarily feel that a major milestone for you reflects their hard work, so be careful not to make everything seem about ring-the-bell outcomes.
Be honest: Have you stopped to think about impediments to team collaboration and satisfaction? Of course, you want to drive the project forward, but are you communicating your ambition with empathy, acknowledging the efforts of colleagues, and showing deference to other senior stakeholders? Sometimes the hardest conversations to have are with ourselves – but they also often pay the greatest dividends.
There’s no point proving you’re the best around, especially if you can’t read the room and take your team with you because sooner or later it will come out that you are not seen as a good leader – and that will cost you in the long run. Remember the African proverb: “If you want to go fast, go alone. If you want to go far, go together.”
Executive and Leadership Coach
Véronique’s practice is built on 25 years’ experience in international business. Throughout her career, which spanned functions as diverse as finance, business planning, sales, and marketing, Véronique led multicultural teams operating in a global environment. As a global marketing executive at Philip Morris International, she led brand-transformative projects, headed the global marketing innovation and intelligence team, and developed programs for emerging talent. A graduate of EM Strasbourg Business School, Véronique has earned a number of certifications, all among the best in class in the leadership field. She is a Certified Professional Co-Active Coach from CTI, a Professional Certified Coach, and an Advanced Certified Team Coach from ICF.
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