November 19th, 2024Founder & CEO, Tutul Consulting
Sujata Deshmukh
“Culture is not an initiative; it is the enabler of all initiatives.”
"Strategy is important, but culture is what captures the heart."
“Culture is not an initiative; it is the enabler of all initiatives.”
“Even today, no matter how many brilliant plans you have, culture will eat strategy for breakfast."
A thriving culture can spell the difference between a successful company and one that has lost its way. The best way to understand how to shape culture is to dialogue with someone who has worked on it all their life.
We spoke with Dr. Nobhojit Roy, Chair, Centre for Leadership in Global Health Equity to understand the role of culture in creating lasting and successful organizations.
Creating a Positive Micro Culture
Q: What values/beliefs lead to a positive micro culture in a unit/department?
A: Linking staff roles to the larger goal/vision, sharing credit for good outcomes, and recognizing individual contributions. Giving 1:1 fixed time each fortnight to discuss their work, and renaming positions to raise profiles.
Fostering Happiness and Engagement
Q: What did you tell visitors who noticed the happiness among your hospital staff?
A: I emphasized taking time to link and connect each staff member's role to patient care, sharing credit, and recognizing individual contributions directly.
Leadership Practices for Positivity
Q: What practices can leaders adopt to ensure positivity and encourage staff to stretch and do more?
A: Focus on creating and appreciating humor, controlling negative intake through media, staying within the circle of influence, interacting with optimistic minds, and adopting a growth mindset.
Overcoming Cynicism and Guiding Principles
Q: How do you overcome cynicism, and what guiding principles shape your leadership approach?
A: Laughter and humor are essential. I follow mantras like मैं अकेला ही चला था जानिब-ऐ-मंज़िल मगर, लोग जुड़ते गए और कारवाँ बनता गया, Leaders Don't Complain (LDC), the 11-Minute Rule, and "If you don't read the newspaper you are uninformed, if you do read the newspaper, you are misinformed" (Mark Twain).
The "11-Minute Rule" is a thoughtful approach to addressing grievances. Being able to ventilate and complain is a human need and right. Else, they become pressure cookers. However, it can become a habit and a national sport. So best to let them know at the outset of the meeting, that they have 11 minutes of talk time to complain, and then I look at the watch to signal that it's time we discuss solutions for the way forward.
Avoiding Toxic Behaviors
Q: What behaviors/practices should leaders consciously avoid to maintain a positive culture?
A:
Be fair, but also appear fair. It is important to not appear partial to some, acknowledging that it is impossible to be perfectly neutral.
Insecure leadership is the single most important cause of a toxic workplace.
Diagnosing and managing bullying at the workplace.
Creating an Oasis
Q: In the context of a hierarchical environment where there are many stresses and constraints, how do you create an ‘oasis’?
A:
First name basis for interactions, without titles, helps.
Getting a person who is further down the hierarchy to lead a minor project.
Have a workplace parliament/panchayat to discuss and decide on matters of team conflict and issues.
Post-facto permissions for actions taken on the stated principles and vision. Don’t wait for permission.
Leadership and Culture in Social Sector Organizations
Q: You mentor several organizations that are associated with healthcare (esp those in the Social Sector). What are your observations about leadership and culture that founders/ governing body members/ trustees should keep in mind, to avoid challenges cropping up later?
A:
The usual checks and balances of corporate/Govt structures are missing (e.g. RTI) in social sector organizations, who are doing ‘God’s work’. The God complex and the ‘Holier than thou’ attitude enter insidiously.
The discordance between the lofty principles and vision, and the actual delivery of it, is not easily apparent to the leadership or the organization.
The business of ‘like-minded’ and ‘friends’ getting together is a good start, but is also the start of an echo chamber, which breaks down after a couple of years.
Creating a thriving culture requires intentional effort, empathy, and effective leadership. Dr. Roy's insights remind us that culture creation is an ongoing process, not a one-time achievement.
As you reflect on your organization's culture, consider:
What values and beliefs drive your culture?
How can you link roles to the larger vision, share credit, and foster a growth mindset?