Was Unternehmenskultur wirklich ausmacht

0:00So I want to move on and talk about culture. So a lot of entrepreneurs throw this word around and they don't even know what it means and so that they want to improve something they can't define which makes it very hard to improve. And so I will walk you through how I define culture in this clip and more importantly how to improve it. So and I I bring that up because many times we as entrepreneurs will say I really want to fix this thing and then we say cool then what's that? >> It's like very hard to fix if we don't know what it is.

0:24>> Sure. So I define culture as the rules spoken and unspoken that govern reinforcement in an organization. So what are the rules? If that like and then what is a rule? A rule is a conditional statement of if this then that. So if you do this then you will get rewarded. If you do this then nothing will happen. If you do this then you will get punished. [snorts] So culture is a series of rules that govern what happens good stuff bad stuff when you do things. And so the reason that culture I think is so difficult for people to transpose from one to the next is that there's so many rules that govern behavior within an organization that people are like you just got to be around there and like soak in the culture which really just means you need to observe many rules and conditions of reinforcement occurring uh over an extended period of time to understand how the rules work here.

1:07>> Yeah. >> Right. And so as a result people just don't codify the 100 plus rules of behavior. Um, and so there's kind of like I would say two paths that you can do. I would say my preference and then what's probably the easier faster one. So then my preference is actually codify all and say like what are all the things that make us us? And of course you're going to have your values and whatnot but I see values as chunked up rules. So if I were to say I have 200 rules of behavior that I want to say these are the things that are rewarded, these are the things that are punished. Okay, how can I chunk these into three statements or three bulleted words that when unpacked would mean that if I believe this to be true, this is the set of behaviors that will go along with it.

1:48That's that is how I would approach um this type of thing. If you want to do the fast fast and dirty way, you have the three values and then you just try to describe them the best way you can and that's how value should be created. Um, but I do prefer the like let's do more of that work and say like how are all like how do we like and think about when you're think about these rules think about the conditions where behavior exists and it'll be much easier for you to think about the rules of behavior. So it's like within a meeting, what are all the rules of a meeting, right? So maybe at acquisition.com, if you're not talking, you're muted. That's a rule. And if you talk while you're in a meeting and you're not talking, like you're not talking to everyone else, like that's like close to grounds for termination.

2:30>> Um just because it means you're not paying attention while you're here, then like you know, what are we doing? >> Uh so it's like one of the things. So it's like what are all the conditions in which we interact? What are the rules of engagement around those interactions? And then that codifies up to three, you know, three statements that should chunk up what culture means to you. And then when you have that as the limus text, when you go and transpose that to the new location, one, you want to make sure that the leader does actually adhere to those sets of rules and um behaviors.

2:57And my my way of doing this would be to take the the biggest culture champion here and move them there. Provided that culture can still reinforce itself without that leader.