Someone's sitting there

“I wouldn’t sit there if I were you”. 

We’ve all stepped on a hidden tripwire, especially when starting a new role. 

Whether it’s sitting in the ‘wrong’ chair, ‘stepping on someone’s toes’, or saying certain words that can grate an individual, these early interactions can play a big role in shaping a person’s perception of an organisation’s culture. 

But what is ‘culture’?  

Culture has been described as ‘the way things are done around here’.

Amongst many other things, it’s the attitudes, behaviours, and customs of employees. 

These things can say a lot about an organisation’s culture, including: 

• The values that are encouraged 

• Where the ‘power’ lies 

• How decisions are made 

• How information is used 

• Where the unseen ‘pressure points’ are to "get things done” 

How we align organisations’ cultures to collaborate is one of the major challenges of partnership working, and this is why culture is probably the most important thing you’re not talking about. 

Working across organisational ‘boundaries’ is hard enough when trying to join-up strategies, plans, and resources. 

Yet we seldom think about how differences or similarities in culture can help or hinder working in partnership.

Which is funny when, famously, culture eats strategy for breakfast. 

On the one hand, it’s surprising given that, according to Forbes, culture can be a company’s ‘single most powerful advantage’. 

On the other, it’s unsurprising given that much energy, rightly so, goes into providing the day-to-day services that we all need.  

So, how can we ensure that we proactively address culture to support collaboration? 

• Firstly, call it out as a ‘dependency’, and get talking about it: - Why do you do work in this way? - What’s valued in your organisation? - What does success look like for you? 

• There’s lots of useful tools out there. I’ve always found Charles Handy’s ‘cultural web’ helpful to define key features of an organisation’s culture. 

• Identify the significant differences and similarities, and develop a shared approach.- For example, if two or more organisations have a completely different appetite for risk, develop an agreed process for evaluating opportunities you can all be comfortable with.  

• Start small, with a ‘coalition of the willing’ on joint opportunities. This will help you to incrementally convert tactical successes into strategic gains.

• Create ‘psychologically safe’ spaces to work together.

• Generate a common narrative to build momentum to encourage others to join. Over time you’ll find that with your partners, you start creating a sub-culture of your own. 

Yet all of this is contingent on one key ingredient: great leadership.  

Creating a collaborative culture between organisations requires drive, energy, and initiative. 

It also requires leaders who are willing to go first to bring together that ‘coalition of the willing’.

‘Leadership Lessons from Dancing Guy’ is surprisingly instructive here. 

Ultimately, a great culture starts with great leadership.  

Once you start proactively addressing culture, you’ll more easily align strategies, plans, and opportunities. 

Because you’ll all know where you’re standing. Or sitting.   

Photo courtesy of Mimi Thian on Unsplash.