Arecent International survey by Cubiks suggested  Improve your organisation culture that today many recruiters are increasingly concerned with finding candidates that fit with their organisation’s values and beliefs. 82% of people responding to Cubiks survey said ‘cultural fit should definitely be part of the recruitment process.’ However only 54% of employees surveyed felt their organization had a clearly defined culture. This presents a huge challenge for today’s leaders – both existing and emerging – when a company’s culture, as expressed in the feelings, thoughts and behaviours of it’s people, is vital to differentiation in an increasingly crowded market place. So who’s responsibility is it to define, create and support a company culture?

I think most people would agree, that it absolutely has to start at the leadership level.

As the global economy continues in a state of flux we are seeing increasing levels of economic migration as the good and the great of developed and developing nations begin seeking new opportunities. If they are not available in their own country they will go where the action is. From a leadership perspective embracing cultural diversity will be an absolute must in order to create a sustainable, organisational culture supported by a globally focussed business model. Improve your organisation culture

However, it can become extremely challenging when people holding differing belief systems, worldviews, and levels of complexity of thinking encounter each other in the work place. The main challenge being that people are often only able to understand concepts, models and ideas based on the perspective of their own value systems. And it is widely recognised by any psychologists claiming a level of expertise that we the people will nearly always process information through the lense of our own world view.

This can make communication between people difficult and as a result trying to establish an aligned culture may become a fruitless task. Especially when dealing with non-negotiables in the work place.
This challenge requires a new type of leadership. Integral Leadership.

But what is Integral leadership?

It means being able to take an integrated perspective on leading and managing diverse groups by establishing an integrated culture that recognises the values and beliefs of individuals and how an authentic culture emerges through natural synergy. A leaders responsibility is to nurture that emergence and guide it towards it’s natural evolution. This begins with acknowledging that everyone has something of value to say about the nature of reality and the given life and work conditions within a community. But this is not pluralistic leadership. Neither is it leadership by consensus. The Integral leader listens to everyone’s opinion and then applies relational systems thinking to identify who should do what with whom, when, where and why based on a systemic perspective that considers the culture as a whole.

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