Surviving and thriving in your company’s culture

International travel is fascinating, in part because we get to experience different cultures. Rules of behavior and ways of seeing the world differ dramatically from one country to another, and we learn that the rules we assumed were universal are nothing of the sort.

My work with senior leaders of many different companies has been a lot like that. Definitions of success, rules of engagement, even details like how one is expected to dress differ from one company to another. And a big part of leadership effectiveness is figuring out the unwritten rules of the company you work for.

Corporate cultures fall into three key dimensions   

In the course of my corporate travels, I have identified three dimensions that differentiate company cultures. One dimension is having a culture of abundance versus a culture of scarcity. I first heard about this from a vintner in Napa Valley. He said that because the area’s natural resources were so abundant, local winegrowers were more than willing to help each other out. There was more than enough to go around, so they were happy to share.

As I engaged with different companies, I saw that some operated from this culture of abundance, while others were dominated by a culture of scarcity: “There’s not enough to go around, so I have to hoard what I have and maybe even grab some of yours.” What was especially interesting was that the culture didn’t always match the actual availability of resources. There were companies with plenty of available resources where people were miserly with each other, and other very lean companies where people willingly shared whatever they had.

The second dimension, which I have already written about, is “sprezzatura versus schvitz.” Every company wants people to work hard. But some companies want people to make a big show of how hard they are working (schvitz) while others respect leaders who make it look easy (sprezzatura).

I recently identified a third dimension, “sinker versus hard shell.” This label comes from one of my voice teachers. She taught me there are two kinds of good voices. Sinkers are voices that blend beautifully with others, while hard shells are voices that stick out. Depending on whether you are singing in a choir or headlining a Broadway show, one kind of voice is more suitable than the other. It’s the same with companies. Some want their leaders and employees to be sinkers, identifying strongly with the company brand and adapting to the expectations of others. Others value hard shells—people who are willing to stick out and make “good trouble.”

Adapting to ensure fit isn’t always the right move

Leaders need to know what kind of company they are working for. To some extent, we can modify our behavior to fit the expectations of our workplace. But there is a limit to how much we can adapt before we become both uncomfortable and ineffective.

As much as you can, it’s a great idea to get a good sense of these dimensions before you accept a job. Imagine what happens to a scarcity-minded person in an abundance culture, or a sprezzatura person in a schvitz culture. I know from personal experience what happens to a hard shell in a sinker culture. Your progress and perhaps your tenure will be limited.

Want to know more about how to create, identify and operate in different company cultures? Contact me a ggolden@gailgoldenconsulting.com.