CQ Shorthand #1: Red Creates Dread
Psychological safety is hard to find in aggressive defensive cultures. It doesn’t matter that courage and innovation are your espoused core values or that you’ve invested gazillions in agile training, innovation centers of excellence and top talent; fear, avoidance, conventional thinking and self-protection will be the behavior patterns and muscles that your culture is strengthening most often. CXOs with power will openly blame the “cowardly” VPs and midlevel managers without it; VPs and midlevel managers will privately blame the “abusive and dictatorial” CXOs. There may be anomolies — pockets of unsustainable short-lived success… but the majority of the organization will be frustrated and burned out. The CEOs vision for the company’s courageous culture platform, necessary for growth and rapid adaptation, will be a fictional story told to analysts at quarterly earnings conference calls.
RED EXPECTS MEMBERS TO APPROACH TASKS IN FORCEFUL WAYS TO PROTECT THEIR STATUS & SECURITY (NOT TO BE EFFECTIVE)
RED norms (i.e., power, perfectionistic, competitive, oppositional) are misguided and outdated when it comes to organizational effectiveness. Based on decades of Human Synergistics global research across all industries and geographies, aggressive defensive norms negatively correlate to the desired, sustainable outcomes associated with constructive (BLUE) cultures which benefit from plenty of psychological safety, a balance of attention to the task & people, openness/transparency, high- achievement, personal satisfaction, extensive teamwork, sharing, learning and experimentation. RED increases turnover and stress — good luck with that.
CULTURE CHANGE IS EASIER IF YOU HAVE THE CQ SHORTHAND
There’s no shortcut to creating your ideal organizational culture — but there is a simple cultural intelligence (CQ) shorthand available to help end all of the culture change confusion. Culture change is a lot easier and less confusing when leaders are better supported to effectively focus on the technical aspects of strengthening culture competency.
It makes sense that your people are stuck and confused about what to do with regards to culture change… because their leaders are stuck and confused too. This is a great opportunity to learn together; which btw, that is exactly how culture changes more quickly and deeply. Culture is formed by shared learning and mutual experiences. Over time and instantaneously, we learn the way we are expected to do things around here. We learn invisibly, implicitly and explicitly what behavioral norms (socially accepted patterns of behavior) reinforce how we think, relate and act in the context of the business goals, the tasks, the team and our own security.
“BUT RED IS HOW WE GET THINGS DONE” — REALLY?
You already know that politics, aggressive/intimidating behavior, autocratic power plays and hierarchical BS are toxic to talented people and to high-performance teams that you need to be at their best, consistently. Yet your senior leaders complain that they have to be tough, challenging and stay on top of people to keep execution and productivity high. Why is that exactly? According to some bosses, it’s because people are “either lazy, too comfortable, or they just don’t get it.” Which is exactly what it sounds like when leadership is protecting themselves by putting down others (e.g., misguided, outdated).
“ARMORING UP” IS THE #1 BARRIER TO TRANSFORMATION
While RED may challenge people, it’s generally to discourage rather than encourage them. Red drives performance at an unacceptable cost to innovation. “We have to be in a culture that neither rewards nor requires armor.” Dr. Brené Brown sound during a recent Slalom.com conversation with CEO Brad Jackson. Aggressive Defensive norms (RED) create Passive Defensive norms (GREEN).
If RED is a recognizable behavior pattern and leadership style within your leadership ranks, just know that you are in for a counterproductive road ahead when it comes to mastering adaptability, digital transformation, customer centricity and change. Check with your SLT… are you aligned that your leadership intent is to just ask people to be obedient, compliant and fearful all the time? Are you ok with that? If RED norms are consistently experienced, then that is the messaging they are hearing — expect burnout, high stress, an abundance of fear and stagnation.
THERE IS AN EASIER PATH TO CONSTRUCTIVE (BLUE) CULTURES
If organizational effectiveness is what you want more of, then focus on increasing your BLUE norms and reducing the RED.
RED (aggressive defensive) norms just create more RED or more GREEN (passive defensive) norms….fight, flight or freeze.
Before you do anything though… get some objective, data-rich clarity on what you currently have to work with (i.e., current culture) and alignment around what you want (i.e., ideal culture). If you don’t first get clarity & alignment on that — you’re screwed — just armor up and endure the suffering.