What did the MF Team glean from developing A Cultural Hypothesis and why have we put together a Culture Architects Programme?
We’ve asked Shona, John, Tim & Edd about what they have learnt, and their insights from the MF Cultural Hypothesis Paper, authored by Dr Edd Vahid.
1. What did we glean from the Hypothesis and Why have we put together a Culture Architects Programme?
There were many insights that emerged as the Culture Hypothesis evolved. The first is that even the word culture means many different things to people. The second is that an organisation's culture is a competitive advantage and must adapt to drive long term performance. The third is identifying the key enablers of a healthy, high performing culture and that at the heart of that framework is culture leadership. One of the roles that is critical to culture leadership is a Culture Architect. Every time that MF has embarked on supporting a culture project, it has been much more successful when there’s a Culture Architect involved. We want to build a community of Culture Architects. To support them as they navigate complex culture challenges, share best practice, increase their network and provide them with the necessary skills and space so they can make the culture shifts required.
When we positioned the Cultural Hypothesis we described it as a “Catalyst for Conversation”. The Four Enablers certainly achieved that and I’ve had many great conversations since. There’s a page at the end of the paper ‘Future Possibilities’ and I’m really pleased Edd (the author) included that. These are just a sample of the questions those interested in organisational culture are posing. It's such an important and exciting topic.
The Culture Architects Programme seeks to provide answers to some of those questions; it seeks to enhance the skills an Architect needs to influence the culture. It also provides a common space for people from many different sectors to learn from each other and ultimately to enhance the cultures they operate within.
For me, what the research did was shine a light on four essential building blocks of great cultures – purpose, belonging, psychological safety and culture leadership. Enabling people to very quickly assess the health of their culture; what’s working and where the biggest opportunity for improvement is.
What I’ve loved is the clarity the model has given leaders on what to focus on. Since the research was published, the majority of our culture projects have consisted of clients approaching us to help them work on one aspect.
The Cultural Hypothesis identified four interrelated enablers that characterised the highest performing and most transformational cultures. Specifically, exceptional cultural leadership, an inspiring purpose, a psychologically safe environment and a sense of belonging represented key features that consistently emerged from a range of case studies and evidence informed research. Following the publication of the Hypothesis, feedback has helped validate the relevance and significance of the highlighted enablers and encouraged further reflection on how these manifest in the cultural change process.
A Culture Architect is responsible, courtesy of permission from a Sponsor, for the cultural design. A skilled Architect is essential for organisations that aspire to create a culture that genuinely serves to provide a competitive advantage. The range of skills required to effectively operate as an Architect are vast and therefore a programme that helps raise awareness, refines and evolves these elements represents a natural progression to the existing provision.
2. What struck you as most important from the above?
All of the culture enablers – purpose, psychological safety, belonging and culture leadership with culture leadership being at the heart of the key enablers and a critical anchor. In addtion, it is clear that organisations who proactively invest in culture leadership and their Culture Guardians and Architects’ ability and skill, drive long term sustained results.
For me it’s the culture leadership enabler, and its place at the centre of the model. Also the distillation of the label into three specific and distinct roles; Sponsor, Architect and Guardian.
I think most people would say the focus Edd put on culture leadership is the biggest game changer. Particularly the role of Culture Guardians. Everyday leaders who role model critical behaviours and challenge others to do so.
I think the second biggest impact has been a reminder of how critical a strong sense of purpose is to culture. Few organisations get this right but, when they do, it unlocks a massive source of energy.
The best organisations are distinguished by an evident and deliberate intent to curate the most optimal culture. As part of this process, investment in cultural leaders is vital.
3. Where has it taken your thinking?
That we shouldn’t do a culture project without a Culture Architect! Ha! Our approach to culture has always been to listen, define and instil. From the research, and through working with organisations, we’ve refined this approach even more and are really focusing our efforts on how we help organisations make sustained culture shifts and enhance the skills that support this intent. This has also prompted us to produce a Culture Questionnaire.
It’s taken my thinking to many different places. One of the best discussions we’ve had relates to the role of ‘Cultural Guardians’.
I think the relationship between purpose, belonging and psychological safety is interesting. Purpose provides energy, belonging is critical to people feeling that energy and psychological safety is key to translating that energy into high performance.
Shutting down important conversations doesn’t only affect psychological safety, but it also deeply affects belonging and personal connection to the purpose.
Everywhere! By its very nature culture work will never be complete. There is learning in every interaction and unlimited areas of exploration that can add value. Viewing cultural leadership as multidimensional (i.e., Sponsor, Architect, and Guardians) emphasises the importance of alignment and connection. It also helps to mitigate the feeling of helplessness that some people experience when discussing culture.
4. What are the conversations you have been having as a result?
We've been working with organisations that are benchmarking themselves on the key enablers of culture and looking at which one they could dial up to help them achieve their culture ambitions. The MF Levers of Culture Change and the skills that underpin this have been a key part of many of the conversations I’ve had.
I’m intrigued by practicality, how really effective Guardians do what they do; What can organisations do to support Guardians to do what they do!? How many do you need? When does a Guardian stop being a Guardian and ‘flip to the dark side’! How do you prevent that?
There’s loads! Here’s the essence of 3:
- Edd shared a reflection the other day on how not all culture leadership is in a helpful direction. Raising the importance of addressing people who talk up ‘a them and us split’ rather than addressing concerns directly with leadership.
- The power of the question ‘what tests our culture?’ Opening up an honest conversation about how outside pressures can lead to counter cultural behaviour, and then thinking about how to respond in a more effective way.
- The importance of tackling a growing misunderstanding of - and misuse of - the term psychological safety. Many leaders say they feel the term is being ‘weaponised’ against them. Referring to how people accuse them of negatively affecting their psychological safety when trying to have important performance conversations. There is always this danger when people use a term without a full understanding of it. It highlights the importance of one of Amy Edmundson’s most important insights that whilst psychological safety – feeling safe to speak up without fear of negative judgement – is critical to performance, it is not by itself enough. To create high performance, you have to combine psychological safety with accountability.
Conversations have generally acknowledged how the Hypothesis provides a useful framework to discuss and reflect on culture. People have also reflected on the leadership archetype (i.e., Sponsor, Architect or Guardian) that they occupy and their ability to effectively deliver. It has been fascinating discussing with people how aligned their articulated and experienced culture is, and what interventions are necessary to support progress. Culture is a concept (if that is the right term!) that transcends every workplace (sport, education, business etc.) and therefore I am never short of conversations!
5. What are you really curious about now?
I’m forever curious and as the Hypothesis stated “a student” of culture. With every project there are key learnings and new innovations/insights made. I’m always curious about the “How” and codifying it.
I’m really curious about the interplay between the Sponsors, Architects and Guardians; and how can we create the conditions to enable each to excel in their culture leadership.
How we can simplify the most important skills of culture leadership, so it is easy for leaders who already feel overwhelmed by the demands of their role, to become more effective in this space?
For leaders with limited bandwidth, I think the most important take away is to actively use feedback to shape culture. Particularly positive feedback, calling out positive examples. But also skilfully challenging counter cultural behaviours with empathy.
I’m also increasingly curious about how to get the best out of Gen Z workforce. It feels like there are growing frustrations with the attitude of some people coming into workforce, which is in danger of turning into negative generalisations.
I’m really keen to study examples of cultures which are doing a good job of getting the best out of this generation. Early observations so far have highlighted the importance of engaging people with purpose and building a sense of belonging, answering the ‘why’ behind the behaviours you want them to bring.
I have too many things to list here (!) – it is difficult to avoid curiosity when discussing culture. A topic of intrigue is how an organisation can encourage a cultural shareholder to become and sustain the role of a Guardian. My expectation is that the Architect, amongst other factors, is critical in this transition.
