That, she says, prevents them from developing good approaches to creating and transforming cultures.
The most prevailing misconception among business leaders is that corporate culture is built much like a Disneyland theme park, where perks and “fun” are all that’s needed for employees to work and live happily ever after.
If you ask seven different CEOs to define culture, you will receive seven different answers. Some will say culture is a “mood”, others describe it as the shared values of a company’s employees.
CEOs often believe culture belongs to someone else. While it’s true that culture is essentially “owned” by everyone, it’s the CEO who most strongly impacts and shapes culture.
Actually you can and you should. When companies do hire the right people, they are essentially building an assemblage of “cultural ambassadors” who love the company they work for, stay happy and engaged and ultimately make greater contributions to the company’s success.
A company that doesn’t invest in training or people fosters a dog-eat-dog culture that sets workers up to fail. Companies that do invest in culture tend to perform better, notes Orr.