The Proactive and Vigilant Leader: Protecting Your Culture from Hijack

Inspired by: https://www.dmrpublications.com/the-construction-and-destruction-of-culture/

Leadership is not a passive endeavor. It's not enough to simply set a direction; a leader must be both proactive and vigilant in protecting that direction from being hijacked. This is a concept that often gets lost in leadership memes and sound bites, but it's crucial for developing a strong and sustainable culture.

Culture as a Garden, Not a Blueprint

Think of company culture as a garden, not a blueprint. You can design the layout, choose the plants, and provide the initial care, but you can't control every aspect of their growth. Weeds will inevitably sprout, pests will try to invade, and the weather can be unpredictable. A proactive and vigilant leader acts as the gardener, constantly tending to the environment, removing threats, and ensuring that the desired flora thrives. (Note: take a look at the entomology of Husbandry, to help reinforce the idea I am seeking to convey.)

The Threat of Cultural Hijacking

Cultural hijacking occurs when the core values, beliefs, or norms of a group are undermined or replaced by a conflicting set of values or behaviors. This can happen gradually, often subtly, and can come from both internal and external sources. The consequences can be devastating, leading to:

• Decreased morale and productivity

• Increased cynicism and distrust

• Loss of focus and direction

• Damage to reputation

• Ultimately, failure to achieve strategic goals

This is a common set of thoughts that show up in several of my previous leadership posts, as the potential for breaking down trust.

The Leader's Role in Protecting the Culture

Protecting a culture requires more than just good intentions; it demands consistent modeling, transparent systems of accountability, and the courage to confront misalignment quickly and resolutely, especially when it's coming from insiders. Here are some key recommendations for countering destructive conformity and building a constructive culture:

1. Model Behavior Relentlessly:

Leaders must embody the behaviors they wish to see in their teams. Authenticity is paramount. Nothing undermines culture faster than hypocrisy. As an example, if a leader espouses collaboration but consistently makes unilateral decisions, the team will quickly lose faith in the stated values.

2. Empower First Followers:

Identify and support the early adopters who genuinely believe in the vision. These individuals are crucial allies in shaping the culture. Provide them with proximity to leadership, reinforce their positive contributions, and give them visibility within the organization. Recognize and celebrate their actions.

3. Create Repetition Through Ritual:

Cultural behaviors become ingrained through consistent, patterned reinforcement. Design meetings, feedback loops, and communication channels that reflect core values in action, not in word alone. For example, if a core value is "customer centricity," ensure that customer feedback is regularly discussed and acted upon.

4. Break Bias:

Challenge default assumptions that perpetuate the status quo. Use techniques like Contrastive Inquiry and cognitive dysfluency to force the team to think differently. Invite teams to examine the opposite of what they assume, and then walk them through the logic of why alignment with the desired culture matters.

5. Recognize Emotional Drivers:

Address the emotional fear of non-conformity directly. Through millennia, we have lived and thrived in tribal units, with each tribe conforming to a like-mindedness. People are often hesitant to challenge the status quo because they fear rejection or punishment (being rejected from their tribe). Create space for people to feel comfortable or at least welcome while embracing new norms. Acknowledge their concerns, empathize with their feelings, and provide reassurance that their contributions are desired and valued.

6. Guard the Gate:

Culture is always vulnerable to deviation. Leaders must not only model desired behavior but also strategically and systematically exclude, confront, or realign influences that compromise cultural integrity. This can be one of the most difficult aspects of leadership, as it often involves addressing difficult situations or making unpopular decisions.

7. Extend the Time Horizon:

Transformation is not instant. People need time to see behaviors modeled repeatedly before internalizing them. Leaders must be patient and persistent, consistently reinforcing the desired culture over the long term. This time should not be rushed or shortened. Each person is unique and will adopt the desired behaviors in their timeline, so long as progress is being made.

By embracing these principles, leaders can create a culture that is not only strong and resilient but also aligned with their organization's core values and strategic goals.