“The culture just turned toxic. Because the values weren’t really aligned or communicated right, it really was an unpleasant environment. And results suffered.
The senior leaders spent what seemed like forever in committee meetings, deciding on key phrases that they personally feel describe the business of today and where it is going.
But what was overlooked, are the various levels of non senior stakeholders within the organisation and how to use their opinion and knowledge as the key to unlocking a meaningful cultural environment.
At times leaders were so misaligned that it seemed like a constant battle resolving conflict.
They neglected the story behind the past principles – the heritage that has led to present day success & could provide a future drive of the business.
But if your workforce do not feel involved in the process & do not connect with the organisations past in the first instance, how can they feel a part of a truly successful representation of the business future?
The attempted values were never personally engaging in the beginning. They didn’t mean enough to the senior leaders of the business. Thus, the senior leaders did not invest the time required to communicate these values correctly to the driving force of the business, its people.
Subsequently the values are not embedded correctly in the infrastructure. It just seemed that toxic people in the business were on the increase. One or two individuals who have their own agenda at play try to sabotage any good intentions and the hard work dissipates.
This led to a culture of poor morale, inadequate communication, low staff retention amongst other issues – ultimately costing the business time and money and its best people.
In short they failed to achieve the simple goal that all values are meant to achieve – which is to provide a foundation to bring people together to improve and grow the organisation.”