3 Tips to help people-oriented cultures drive achievement

3 Tips to help people-oriented cultures drive achievement

World Manager recently partnered with communication and engagement experts ‘TACTICIAN’ to survey our World Manager community. Dominant culture types and their primary drivers were identified to better support the organizations that use our platform. In this survey we observed a skew toward people-oriented cultures. While people-focused cultures can create greater affiliation internally, they are not renowned for their ability to drive achievement. Here are some tips that may help.

It is natural to assume relationship-based cultures have a distinct advantage in a new world where the human aspects of work are the differentiator. But that is not always the case. The need for consensus often results in people avoiding the tough and necessary conversations to keep the peace, slowed decision making and a general resistance to change.



Potential risks when implementing technology

TACTICIAN have observed the following trends in people-oriented Culture Types over the last three decades:


Despite an initial burst of enthusiasm, follow through can be an issue, particularly in Expressive cultures that are not typically focused and disciplined with execution.



Due to the number of people involved (too many stakeholders and decision-makers) implementation periods can exceed initial estimates, negatively impacting budgets.


Due to the number of people involved, level of consultation in the decision-making process and reliance on support.



During consultation, people in people-driven cultures may avoid the rigorous and honest conversations needed to ensure the solution meets business needs, impacting the effectiveness of the overall solution. 


TACTICIAN’s Co-founder and Director, Rod Andersen, suggests 3 things for people-oriented organizations who want to achieve more:


1. Have real conversations

We are seeing a great shift within organizations toward more frequent conversations. They are moving to an agile way of working and relooking at their approach to performance management. Everything is transitioning to short, sharp and in the moment.

Just because we are having conversations more frequently, does not mean we are having the right type of conversation. Rod believes that organizations “will see a massive increase in efficiency if they equip their people with the skills to have honest and direct conversations. While the structure is already in place within most organizations, giving people the skills to create a culture of honesty and sometimes a little ‘tough-love’ is what will set organizations of the future apart.”


2. Invest in Professional Intimacy

We are all getting busier and there is increased pressure to perform. “Leaders are continually complaining they just don’t have time to lead anymore and as a result they’re spending less time building relationships with their people” says Rod.

“This is the part that most leaders are getting wrong. Investing a little time to check in with your people builds respect and creates Professional Intimacy. Once Professional Intimacy is present it becomes a lot easier to have the real conversation and saves leaders time in the long run”.

Leaders who do not invest time to build Professional Intimacy before having the real conversation run the risk of damaging the relationship and are often shocked when their feedback is met with defensiveness.

Professional Intimacy does not take a lot of time or require you invest money in team building events. It can be as little as a few minutes each day to find out the current challenges or achievements with each of your team members. 


3. Know how to influence

As organizations build more ambitious plans, the challenge of navigating competing priorities grow. Projects continually start and stop while priorities are shifted, and resources are allocated accordingly.

Rod adds that “It’s no longer good enough to simply have a strong business case. From challenging others, to delivering persuasive propositions, and driving execution - it’s all in the delivery. People at all levels throughout the organization need to learn how to influence properly by understanding individual communication differences and adjusting their approach accordingly.”



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