Why does culture eat strategy for breakfast? Usually because it’s not integrated into strategy or performance, it sits separately as some higher-level guidance…..a thought bubble…..a consideration. The core values that are intended to define and set the expectations for culture sound great during an onboarding presentation and look good on a conference room poster, but unless they are weaved into the fabric of the ethos, the chances are slim that culture will manifest as envisioned.

Hard truth – there are two faces of culture that are not aligned, and that dynamic often undermines integrity, engagement, and performance. How?

• The outward face often conveys a certain image, character, and appeal; typically noble and pride-worthy…..exhibited by the Board, leaders, and HR to the public, potential hires, prospective partners, and employees to instill positivity, calm, and a sense of benevolence

• The inward face often demonstrates what no one really wants to admit….core values are loosely interpreted, accountability is hit or miss, decisions sit with a handful of specific people, giving feedback is a career limiting move, performance management is a check the box exercise, and doing things listed in your position description is worthy of accolades rather than expected as part of the job

Culture is about how things actually get done. The attitude and mid-set toward how things get done, the level of transparency, empowerment, and engagement to get things done, and the willingness for accountability and growth to get things done….all those delightfully complicated people-related things.

Which brings us to talent – the nucleus of performance – for without talent there are no results. You know the saying: “the right people, in the right role, at the right time” – one could argue this is an ideal approach to talent strategy. On the other end of the continuum there is also the saying: “you go to war with the army you have” – less ideal, yet still viable.

What about an alternative: “finding what’s right to fix what’s wrong” – identify and analyze key performers in role to create talent blueprints, leverage those blueprints to develop average talent into key performers, and watch that value creation shift the performance curve.

People are complex, people are holistic, and people are powerful. Talent requires motivation – of the head, the heart, and the hands. It stands to reason that inspiration, engagement, and productivity don’t just spontaneously occur. If it isn’t obvious yet…….talent is the reason aspiration, strategy, performance architecture, organizational design, and culture integration are necessary. Attracting, developing, and retaining the right talent is why cultivating a healthy organization is a game-changer.

PDG is methodical about integrating culture into every aspect of our bespoke Performance Architecture and we are unwavering about keeping people at the center of performance. Our PerformX Profile is a proven process and technique to accelerate performance in service of strategy.