- Leandro Herrero - https://leandroherrero.com -

‘Culture’ is a messy overstuffed supermarket. Behaviours create cultures. The rest is scaffolding.

Our concept of organizational culture as a receptacle for values, beliefs, attitudes, mindsets, ways of doing, written rules, unwritten rules, behaviours, processes, systems etc, is simply a proxy, perhaps a good one, to describe a big over-used concept, explain-it-all managerial deux ex machina.

‘Culture’ is a messy overstuffed supermarket, pick and mix, suit yourself territory. Give me a big glass of wine and I will have a long conversation with you about it. Ask me to change a culture and we can have as many conversations and glasses as you want and nothing will happen until we get to behaviours. Behaviours create cultures. The rest is the scaffolding.

Translation. Do you want a culture of accountability?

Option one. Let’s define the value of accountability, the reasons why accountability is important, the potential ways to describe and teach accountability, the significant role of accountability in leadership, how to ensure accountability is in the performance management system, bring in the ‘research’ of 500 CEOs, on the inescapable truth that accountability breeds success, and, of course, have accountability in the value system printed on those technicolor cards. I can guarantee that still nobody knows what culture of accountability is. I can also guarantee that it was a good ride of meetings, powerpoints and HR practices. But not clarity. 100 competing ideas. 200 versions. One advertising agency.

Option two. Tell me what it is that you want to see (and not see), that people do, that can be pointed to, visible, granular, concrete, that has reached a certain scale and that, because of all that, you then say ‘this is a culture of accountability’. Whatever it is, one, two, ten things, if we can inject them and multiply them, if this is the culture you want, I am very happy to agree to a  label of ‘culture of accountability’ that hosts all those things that people can see and observe.

The added value of option two is that if Peter says ‘this is actually a culture of teamwork’, he may be right. If Mary says, ‘wait a minute, this is really a  culture of collaboration and respect for others’, she may be right as well.  And John, oh! John always sees things differently, says ‘this is precisely the core of an agile and results-oriented culture’. John is right. Usually he is. Agonising discussions about ‘the concept and the definition of’ go out of the window once we agree on behaviours. The label becomes less relevant (if not irrelevant). What matters is that we all agree what to see, what to seek, what to reward, what to multiply. Collective mental health wins. Whatever you want to call it, we want more of ‘it’.

‘Cultures of accountability’ don’t have a thing called accountability in the water supply, in the air, on the walls of meeting rooms, in the hanging security card. They have a specific set of behaviours. If you want more of ‘that culture’, spread and multiply behaviours (tip: avoid classrooms, there is no record of any culture having ever been created in one of them), then you ‘get’ that culture.

Which takes us to the irritating paradox and daring statement that reads as follows: ‘cultures of accountability’ do not create accountability behaviours, unless they have them already. Or have other behaviours that trigger those behaviours that you can call ‘of accountability’. How they got into the receptacle, is irrelevant.

Now, about that glass?

PS. Tip 2. Behaviours scale because they are copied. At scale. Have people exhibiting those behaviours. Either you need legions of them or small numbers of those with high influence. And you need an orchestrated and well oiled platform to make it happen.


New webinar series launching in June.

Feed Forward webinar series – the organization now, under new management

Machines work on feed-back. Minds work on feed-forward. We don’t need thermostats; we need new compasses. There is no ‘back to normal’. Normal has not been waiting for us.   Leandro Herrero

To change to ‘the new normal’ we must think and act differently in the management of our organizations. Join Leandro Herrero and his team of organizational architects for these 5, free webinars as they debunk uncontested assumptions and uncover the alternatives, whilst considering why this is even more relevant today in the current exceptional environment. Join us and bring your critical thinking brain, switched on. It’s a serious business. It may also be fun.

All attendees receive a complimentary copy of The Flipping Point.

Webinar topics:

  1. The myths of change.
  2. Can we put the company in an MRI? Can we diagnose its health in terms of its internal connectivity, communication and collaboration?
  3. The myths of company culture.
  4. The myths of management.
  5. High touch and high tech in the digitalisation era

Request [1] more information about these webinars.


The Flipping Point [2] – Deprogramming Management
A flipping point in the trend for adopting absurd management ideas needs to be reached. Management needs deprogramming. This book asks you to use more rigour and critical thinking in how you use assumptions and management practices that were created many years ago. Our real and present danger is not a future of robots and AI, but of current established BS. In this book, you are invited to the Mother of All Call Outs!
Available from major online bookstores [3].