You may have read recently about a decision by the Financial Conduct Authority (FCA) to shelve its plans to conduct an inquiry into the culture and behaviour of staff in banking.
They had planned to see whether incentives like pay and promotion had contributed to misconduct seen in previous years, but are now, instead. working with individual firms to help them deliver “cultural change”.
I’m not convinced that in any organisation, an easy separation can be made between attitude, behaviour, and cultural change, ao good luck to the FCA if they’re prepared to delve deeper into aspects of culture that may, or may not, have affected the banking industry before, during and since its 2008 crash.
But if I can take a positive from their about-turn (for I do so love my own glass half-full behaviour), it’s this: that the importance of attitude and behaviour in the makeup of a manager or leader IS SO significant to the culture of an organisation that it must never be overlooked or under-estimated.
Take a moment to think about your own organisation, and the impact made by some key organisational players and stakeholders on values, goal-setting, outputs, outcomes, and reputation.
And if ever a leader is required to step up, show up, come through, and deliver, it’s surely through periods of change, upheaval, uncertainty and transition towards a new order.
I’m guessing that there won’t be many people reading these words who aren’t caught up in the throes of a huge change programme, or have just come through one. And I imagine also that you’ve seen some pretty pathetic attempts at leadership through change, and also some amazing examples from leaders who have been true role models: supporting where they can, sharing information, showing empathy.
So even if the company where you work isn’t ready for, or isn’t the subject of, an inquiry … might you, as a manager or leader, be able to play a memorable role in shaping culture from now on in? Especially through change?
ChristineWilkinsonCoaching 