True organisational culture is when leaders aren’t watching, says Gauri Devidayal, co-founder and CEO at Food Matters Group. It is about how a team makes decisions, shows up everyday, and show respect for each other, she says. Devidayal believes culture is not something that can be enforced, it is rather formed by everyday actions displayed by the team. How can leaders shape an organisation's culture? Share your thoughts in the comments section.
Co-Founder and CEO - Food Matters Group I Restaurateur | Author | Podcaster I TEDx Speaker | LinkedIn Creator
When we talk about 'culture' in any organisation, it's really about what happens when the leader isn't looking. It's how each team member shows up every day, the decisions they make, and the respect they show one another. To me, culture isn't something you can force. It emerges from the everyday actions and behaviours of everyone on the team. It's what guides us when no one is watching, ensuring we stay true to our values and mission. Think about the last time you made a decision without supervision. That moment likely reflected the true culture of your organisation more than any formal policy ever could. So let’s focus on nurturing an environment where positive and supportive behaviours are second nature. #leadership #culture #mindset #people #team #success
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18hCulture in private sector companies is only limited to maintain respect towards your teammates and keep peace while working. Culture is a thing that works in the back of mind these days. Normally, what you are doing is work. No if, no but, only work. And I have seen only two people, Oh Sorry!!! Three people. Talking about culture in the organization: 1. The founder/co-founder/CEO 2. New intern/entry-level employee 3. HR Department. No other person in the organization mostly seems serious about the word culture. Look be it an employee, manager, or senior manager, they are only concerned about their mission of completing targets or whatever they need to achieve. And vision is what is discussed in the weekly and quarterly meetings to know whether the ends are being met or not. So vision or mission are more important than culture. I mean in this particular post we are actually talking about things, which somebody might not come across even if they work for 5 years in the same company. 400 different personalities, go by example, course correct, ye sab nahi hota generally corporate main. I don't know why but here I can sense that she wanted to make her defination so clear but she didn't structure it and the thing lost its context.