Wayne Dyson Director of Bridgeworks outlines how a culture deteriorates and provides solutions as to how to rebuild and restore an organisation's culture

1. Destruction of Organisational or Team Culture
How Culture is Destroyed
Profit and productivity are directly linked to business culture.
It follows that culture is directly linked to leadership. Leadership can either destroy or restore
culture. The Bridgeworks process puts a ‘hard edge’ on the ’soft’ people skills by measuring
organisational and leadership health.
Everyone wants to work in a ‘Win-Win’ environment. This includes open, honest
conversations and working together for the greater business cause.
But first, let’s explore how a good culture turns bad…..
However poor leadership breaks down this productive, engaged culture.
As culture deteriorates, employees will take one of two ‘downward’ routes. These are based
on whether the company puts them first or they put themselves first (self-centered) or
whether ‘I can’ or ‘I can’t’ trust the business.
You may have a high performing, self starter who provides exceptional results. For them the
team may come second as they put themselves first. Eventually that ‘self-centred’ approach
leads to a lose-lose work environment as fewer people choose to work with that person.
People loyal and honourable to the business tend to continue to put the business first. These
people become disillusioned if they feel the loyalty and support is not returned.
Disillusionment turns into self-preservation. The end result is again ‘lose-lose’.

2. Restoration of Organisational or Team Culture
Bridgeworks Restoration Process
What are the issues holding us back from being a high performing leadership and
organisational team? What are the honest conversations avoided because of political
correctness or wanting to keep the peace? What is the vision we have for our business? Do
we have one? If so, is it communicated? Does it excite and engage staff & stakeholders?
We may have good managers, but what we need in a thriving culture are good leaders.
The real challenge is that people no longer want to be “managed”. People want good
leadership. You might be your team’s manager, but would they vote for you as their leader?
The first step may be to have the courage to ‘face the facts’. To admit that there are issues
or challenges. An even bigger step of courage is to admit that you may have been
responsible! Those managers that need to look in the mirror the most, resist the most.
Bridgeworks uses a process called “How Others See Me”. It’s not like the classic 360
feedback tool, which measures what you do. “How Others See Me” measures more who
you are – your behaviour, your attitudes, how you build trust and your interpersonal
effectiveness.
If you want maverick performers in your business or team, you need to keep them
accountable to the team’s agreed acceptable and non-acceptable behaviours. For your
more loyal and honourable employees to be at full potential, you need to prove that any
leadership attitudes and behavioural changes are real.
Acting on the data and feedback in the way you are now leading your team, your business,
your behaviour proovides the best insurance for restoring culture.
Thorugh a combination of personal and team action plans a positive road map is
established taking the business forward.
Wayne Dyson BRIDGEWORKS +61 3 9585 7990 www.bridgeworks.com.au