摘要：?jiǎn)栴}是，他們有沒有一種默認(rèn)的文化或深思熟慮的文化這個(gè)不同就是計(jì)劃與遠(yuǎn)見。沒有一個(gè)強(qiáng)壯的為什么，對(duì)于如何創(chuàng)造一個(gè)強(qiáng)壯和深思熟慮的文化會(huì)很難。一種可以幫助簡(jiǎn)歷并保持一種深思熟慮的文化的方式，是雇傭是同時(shí)考察技能與價(jià)值觀。

原文： https://www.linkedin.com/wuko...
翻譯: 麥芽面包

在商業(yè)和咨詢界文化最近變成了一個(gè)很火的話題。當(dāng)你提到這個(gè)話題時(shí)每個(gè)人都會(huì)變得很興奮并想聽到如何將他們的文化變得更好的最新想法。

是這樣的，每個(gè)組織,團(tuán)體,俱樂部或部落都會(huì)有一些文化。問題是，他們有沒有一種默認(rèn)的文化或深思熟慮的文化？這個(gè)不同就是計(jì)劃與遠(yuǎn)見。

文化會(huì)自己出現(xiàn)。不管你是有意或無意，你的組織會(huì)有一種文化。我經(jīng)常從領(lǐng)袖聽到他們想要的文化，但與實(shí)際文化是不同的事情。這在領(lǐng)袖沒有認(rèn)真的思考去發(fā)展想要的文化，并且可能對(duì)如何創(chuàng)在一種他們想要的文化缺少感覺。

在我的經(jīng)驗(yàn)里，我發(fā)現(xiàn)有三種重要的要素可以讓領(lǐng)袖在組織內(nèi)發(fā)展他們想要的文化。這三個(gè)要素回答了核心問題： 1）我們?yōu)槭裁创嬖冢?2）我們是誰？ 3）我們?nèi)绾我黄鸸ぷ鳎?這里有一個(gè)很重要的一點(diǎn)是有一個(gè)很好的組織文化不代表沒有分歧, 問題或緊張氣氛。他確實(shí)表示會(huì)有一種穩(wěn)定的基礎(chǔ)來保證在團(tuán)隊(duì)和組織中的沖突與緊張是健康的。

高貴的原因或目的（為什么？）

Simon Sinek說到人們不會(huì)對(duì)你做什么買單，但會(huì)為你為什么做而買單。對(duì)于雇員和你的工作文化也是一樣的。沒有一個(gè)強(qiáng)有力的“為什么”，你的人會(huì)盡力的調(diào)整自己的目標(biāo)。那天我與一個(gè)年輕的領(lǐng)袖聊天然后他問到如何讓他們團(tuán)隊(duì)目標(biāo)對(duì)齊。我問他他的商業(yè)目的是什么，然而他只講了創(chuàng)造利潤(rùn)。經(jīng)常，領(lǐng)袖們沒有完成需要的“心靈探索”來為他們的存在創(chuàng)造一個(gè)鼓舞人心和引人入勝的目的。沒有一個(gè)強(qiáng)壯的為什么，對(duì)于如何創(chuàng)造一個(gè)強(qiáng)壯和深思熟慮的文化會(huì)很難。Dan Pink的一個(gè)研究結(jié)果表明個(gè)人的一個(gè)核心動(dòng)機(jī)是渴望成為更好的自己（與鼓舞人心的組織目的相關(guān)聯(lián)）。

核心價(jià)值共享（誰？）：

一個(gè)最重要的文化要素就是價(jià)值觀。每個(gè)人都有他們重視的東西，對(duì)于組織也沒有不同。核心是確定這個(gè)組織內(nèi)共同的價(jià)值觀并每天以這些價(jià)值觀作為指導(dǎo)。Tony Hsieh講到核心價(jià)值觀并不只是公司辦公室里會(huì)議室墻上的一個(gè)海報(bào)，也是一個(gè)領(lǐng)導(dǎo)者會(huì)為之作為雇傭與解雇的標(biāo)準(zhǔn)。一種可以幫助簡(jiǎn)歷并保持一種深思熟慮的文化的方式，是雇傭是同時(shí)考察技能與價(jià)值觀。在你的雇傭流程里加入價(jià)值觀相關(guān)的問題是創(chuàng)建一種刻意的文化的第一步。在組織內(nèi)有一套核心的價(jià)值觀可以幫助領(lǐng)導(dǎo)者做決策，并且雇員在工作時(shí)可以根據(jù)一致的價(jià)值觀做事。

一致的工作流程（為什么？）

建立一套一致和設(shè)計(jì)高效的工作流程會(huì)在文化上有很大收益。很多時(shí)候，我們發(fā)現(xiàn)組織內(nèi)的系統(tǒng)和流程對(duì)于我們渴望的文化有阻礙。領(lǐng)導(dǎo)者需要問他們自己系統(tǒng)是否能讓人們?nèi)プ稣_的事情或能有正確的方式。我們經(jīng)常發(fā)現(xiàn)一些流程讓團(tuán)隊(duì)成員在做錯(cuò)的事情上比維護(hù)價(jià)值觀或?qū)R目標(biāo)更容易。

作為一個(gè)領(lǐng)導(dǎo)者，你的兩項(xiàng)重要責(zé)任是建立并維護(hù)一套深思熟慮的價(jià)值觀并幫你的團(tuán)隊(duì)努力工作。敵對(duì)，錯(cuò)位或其他類似東西的工作場(chǎng)所文化會(huì)讓團(tuán)隊(duì)很難展開工作。

你的領(lǐng)導(dǎo)力革命的其中一部分就是需要理解你的角色在你希望的文化中的位置并且努力將之變成現(xiàn)實(shí)。

原文：

Culture has become a hot topic in the business and consulting world. Everyone gets excited when you mention the topic and wants to hear the latest thinking on how to make their culture better.

Here’s the thing though; every organization, group, club, or tribe will have a culture. The question is; will they have a default culture or a deliberate culture? The difference is one of planning and vision.

Culture happens. Whether you are intentional about it or not, your organization will have a culture. What I tend to hear most often from leaders is that the culture they want and the culture they have are two very different things. This most often occurs because the leader has not been deliberate in developing the desired culture and probably doesn’t have a good feel for how to actually create a culture that embodies what they want.

In my experience and research, I’ve found three critical components to culture that a leader can actively work on to develop the culture they want exemplified in their organization. These three components answer the critical questions; 1) Why do we exist?, 2) Who are we?, and 3) How do we work together? It is important to mention here that having a good organizational culture doesn’t mean that there won’t be disagreements, problems, or creative tension. It does mean that there will be better alignment and that there is a foundation to ensure that the inherent conflicts and tensions that arise in teams and organizations are healthy.

Noble Cause or Purpose (Why?):

Simon Sinek talks about people not buying what you do, but buying why you do it. The same thing applies to employees and your workplace culture. Without a strong ‘why’, your people will struggle to align themselves and give their best. I was speaking with a young leader the other day and he asked how to get his team aligned. I asked him what his business’ purpose was and he only talked about making profits. Often, the leader hasn’t done the required ‘soul searching’ to come up with an inspiring and compelling purpose for their existence. Without a strong why, it is hard to build a strong and deliberate culture. Dan Pink’s research shows that one of the key motivators for individuals is the desire to be part of something bigger than themselves (connection with an inspiring organizational purpose).

Shared Core Values (Who?):

One of the most important cultural components is values. Every person has specific things they value and it’s no different for organizations. The key is to determine what the core shared values of the organization are and then live those values every day. Tony Hsieh talks about core values being more than just a poster on a conference room wall in the corporate offices, but being something that a leader is willing to hire and fire for. One thing that can help build and keep a deliberate culture, is hiring for values as well as competence. Adding values based questions into your hiring process is a good step in the creation of an intentional culture. Having a firmly held set of core values within an organization also helps with decision making as leaders and employees look at their work through the lens of the values to ensure that there is always alignment.

Aligned Work Processes (How?):

Creating work processes that are aligned and designed for effectiveness and efficiency will pay huge dividends in the culture. Many times, we find that the systems and processes within the organization are pitted directly against the desired culture. Leader’s need to ask themselves if the systems make it easy for people to do the right thing or behave the right way. Often, we find processes in place that make it easier for team members to do the wrong thing than to uphold the values or align with the mission.

As a leader, two of your key responsibilities are to create and maintain the desired culture and to help your team do their best work. Workplace cultures that are hostile, misaligned, or otherwise suck make it hard for the team within the organization to do great work.

Part of your leadership revolution has to be understanding your role in the culture you desire and doing the hard work of making it a reality.

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