When It Comes to Culture, Who is the Tail and Who is the Dog?

August 17th, 2016   •   no comments   

Organizational culture is a hot topic- finally. Numerous books, scholarly papers and blogs and articles are being written about it regularly.  Down in the trenches of businesses large and small, it is addressed much less often.  So it is interesting to observe and see how and where the culture really “sits” in an organization.  

Aug_18_2016Tail waggingIdeally, it would permeate every nook and cranny and be a part of every employee’s DNA. It would guide decisions, actions, tactics and strategy.  In actuality, that is usually not the case.  Sometimes it is the leaders who lead the culture by words, example and by holding others accountable to it.  And other times, the leaders seem to be AWOL on the subject. In those instances the company can lose its way, or it can be kept on its path by others picking up the flag and running with it.  Culture champions influence those around them to remember why they joined the company, why they were once passionate about it, and how they can still make it great, even in a cultural leadership vacuum. Instead of complaining about the bosses, they are taking matters into their own hands and setting examples of how to align values and behaviors.


Stories of the machine operator or accounting clerk; or the nurse or a mid-level manager helping to get the train back on the tracks are not just isolated anecdotes. Individuals can lead a few followers and turn them into a movement, which from the bottom up, get the culture to where it needs to be. Don’t jump ship if the company’s executives have culture amnesia. You can be the big dog and get the culture wagging again.

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