The real test of culture
Recently, I released my podcast episode featuring Steve Simpson. A thought leader in workplace culture, Steve's work drew me in quickly, as he bridges the gap between rhetoric and reality. Steve developed the concept of Unwritten Ground Rules - UGRs - the perception of how things are really done around here.
In our conversation, we unpacked further this concept of UGRs - the unspoken code that guides day-to-day interactions and offers a practical lens for understanding why culture statements often fail to match reality.
UGRs are the habits and expectations that shape what people do- they are the general perception of how things are done. UGRs can be summed up in the phrase, “around here, we…”, as in “Around here, we don’t question the boss” or “Around here, the boss only speaks to us, when we are in trouble."
These ground rules are powerful because they are shared and reinforced by the group. While value statements might say one thing, UGRs reflect what’s truly acceptable, expected, and rewarded.
In the professional services environment, many UGRs come to mind-
· Around here, we tolerate bad behaviour if you are a high revenue generator.
· Around here, you only have a voice at the table when you reach a level of seniority.
· Around here, we say we value collaboration, but it's your individual financial performance that really matters.
· Around here, mistakes are hidden, not discussed.
· Around here, it’s safer to keep your head down.
· Around here, those who challenge decisions or ways of doing things, don’t last long.
Some of these sound familiar?
Steve's concept also goes to the heart of a safety culture. If the operable UGR in a workplace is along the lines of- "Around here, safety is everyone's responsibility - except when it slows things down,” then you won't be surprised to hear that despite all the best rhetoric, safety is a secondary consideration.
Although I appreciate the centrality of culture, I will admit to a level of cynicism with respect to grand statements of culture/values. Too often, they seem designed for external audiences, rather than lived by people at the coalface. Simpson’s framework offers an antidote to this cynicism. His approach is about surfacing what’s really going on, and asking tough questions that reveal the truth beneath the surface.
The old adage comes to mind- People are far more interested in what you do than what you say.
If you want to drill down and get to the heart of your workplace culture, and are prepared to perhaps face some uncomfortable home truths in the process, I would recommend you reach out to Steve Simpson. (www.steve-simpson.com)
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