Page 26 - Demo

Will your company culture
pass the CovidEtest?
24 | ISSUE 1 2021
FOR YEARS, WE’VE EAGERLY
VEN THOUGH
and flow are achieved by simplifying and decluttering complexities in your corporate culture. The most counterproductive
of which are a rigid organisational hierarchy, culture of victimisation and lack of transparency. All three create friction, and where there’s friction there can be no flow.
Similarly, it seems that each Covid-19 transition, such as remote working and connecting online, initially was met with fear and trepidation. Both
these are emotions that
too hamper ease and flow. There is no denying that we, as leaders, are going to have to shift up a skill set.
DECONSTRUCTING
TO RECONSTRUCT
The organisations that have led the transitions and not just reacted to them, display VUCA leadership
AND A LITTLE ENVIOUSLY can be defined
READ ABOUT COMPANIES THAT OFFER IN-HOUSE GYMS, CRÈCHES, COFFEE STATIONS
academically, corporate culture, as we know, is something that
has to be experienced to be understood.
The reality is that, when ignored, organisational culture is crafted by osmosis rather than design. The danger that comes with this is best expressed by Peter Drucker’s often quoted words: ‘Culture eats strategy for breakfast’. Culture is indeed the secret sauce
that keeps employees happy and a business productive and successful.
In this regard, the
phrase ‘ease and flow’
has lately cropped up in many client conversations. Ease in interaction, flow
in connection. Ease in prioritisation, flow in output. While it may be called ‘ease’, it is not easy. Ease
– COMPLETE WITH BARISTAS – AND UNLIMITED PAID LEAVE. WHO WOULDN’T WANT
THAT? UNTIL COVID-19 MADE MUCH OF IT IRRELEVANT. By Leisha Naidoo
IT CERTAINLY