by Dr. Cecil Clements (31st July 2012)
I want to talk to you this morning about a phrase that caught my attention – actually 2 words that made me think. They are ‘Cultural Permission’. If I can give you a working definition of ‘Cultural Permission’ – it is the kind of permission that we either give by spoken words or by behavior or just by inaction. But these are messages that go forth from us that allow people around us to draw conclusions on what is acceptable or not, in working with us.
This came out of an article that I was reading by Kevin Allen entitled ‘How Language Shapes Your Organization’. Basically he was using what had happened with News Corporation’s phone hacking scandal in England which involved Rupert Murdoch and his son James Murdoch and how that all came down. He says, “The real drama happened long before when these leaders played a major role in setting the cultural climate for inappropriate actions to unfold. In the race to find culpability, what doesn’t get talked about is the very climate that creates the conditions for people to behave badly and feel perfectly justified in their behavior.” In other words, the people at the top have created a culture that lets people in the organization think that this kind of behavior is acceptable and he calls this ‘Cultural Permission’.
It’s so important for us to understand this, because he goes on to say, “The very same thing that creates an environment and provides the fuel for people to conversely do great, generous and far-reaching things, also caused the condition that makes people behave badly and then feel perfectly justified in their behavior.” So for good or bad, we knowingly or unknowingly influence people.
Kevin Allen goes on to say, “One of my greatest mentors said to me upon being awarded my first real management role – Well kid, welcome to the club. You are not dinner conversation.” Basically he was saying that from now on, the decisions you take, the way that you interact with people, are all going to be discussed by your employees in their homes, at their dinner tables. He says, “He taught me that I had a vital duty to be certain that the language I used and the themes I shared would result in a positive, constructive and motivation force, mindful always that what I said, however offhanded, would be seen as a directive – interpreted and acted upon.
How important it is for us to be aware that we have this kind of influence on people around us; that they watch us and they emulate some of the things that we do and even begin to take independent action based on what they think you would or would not allow, based on some of the things that you have communicated in your conversations. Catch phrases are the way these things get communicated.
Horst Schulze of Ritz-Carlton, who shaped his employees’ decorum and conduct with “We’re ladies and gentlemen serving ladies and gentlemen”. That permeated Ritz-Carlton Hotels all across the world. It created the culture.
Other phrases that I remember when I was growing up was this catch phrase or signature tune (as it was known then) from Timex Watches and it went like this, “If you’ve got the inclination, we got the time.”
Microsoft in Japan: ‘Your potential; our passion”.
Spoken and unspoken words make up the culture of the organization.
We well remember Sony’s catch phrase: “It’s a SONY”
Catch phrases like these, which are used for motivational speeches to inspire people, make up the culture of an organization. That culture gives the permission for people to act in their own spheres of influence in that particular way. If catch phrases are so important, then we really need to be careful about the things that we communicate. We need to be sure that the words that we use to inspire and motivate are not words that in any way communicate to people that it’s okay to do something in a shoddy manner, it’s okay to undercut somebody, it’s okay to step on people, it’s okay not to treat people with respect, it’s okay to get the job done however you do it.
It’s important that as people who influence, that we are aware that whether we like it or not, we are able to influence people for good or bad or even whether we are aware or not, that we influence.
I wonder whether that’s something that you need to spend a little time through the day, looking at some of the phrases that you use to get people to work; whether they are things that are sending out a wrong message about you. It is important that these catch phrases permeate all the way down and they go not only with the slogan, but with the meaning attached to it. Form and meaning are so important. It is important that people understand what a catch phrase means, rather than having their own interpretation. For that to happen, we need to be able to train people to be able to understand what your catch phrase means. Only then can we create the right kind of culture.
Matt Monge, director of Education and Training, Fort Campbell Federal Credit Union, shows us how we can move from catch phrases to creating culture. He says, “Three things are very important.”
I want to talk to you this morning about a phrase that caught my attention – actually 2 words that made me think. They are ‘Cultural Permission’. If I can give you a working definition of ‘Cultural Permission’ – it is the kind of permission that we either give by spoken words or by behavior or just by inaction. But these are messages that go forth from us that allow people around us to draw conclusions on what is acceptable or not, in working with us.
This came out of an article that I was reading by Kevin Allen entitled ‘How Language Shapes Your Organization’. Basically he was using what had happened with News Corporation’s phone hacking scandal in England which involved Rupert Murdoch and his son James Murdoch and how that all came down. He says, “The real drama happened long before when these leaders played a major role in setting the cultural climate for inappropriate actions to unfold. In the race to find culpability, what doesn’t get talked about is the very climate that creates the conditions for people to behave badly and feel perfectly justified in their behavior.” In other words, the people at the top have created a culture that lets people in the organization think that this kind of behavior is acceptable and he calls this ‘Cultural Permission’.
It’s so important for us to understand this, because he goes on to say, “The very same thing that creates an environment and provides the fuel for people to conversely do great, generous and far-reaching things, also caused the condition that makes people behave badly and then feel perfectly justified in their behavior.” So for good or bad, we knowingly or unknowingly influence people.
Kevin Allen goes on to say, “One of my greatest mentors said to me upon being awarded my first real management role – Well kid, welcome to the club. You are not dinner conversation.” Basically he was saying that from now on, the decisions you take, the way that you interact with people, are all going to be discussed by your employees in their homes, at their dinner tables. He says, “He taught me that I had a vital duty to be certain that the language I used and the themes I shared would result in a positive, constructive and motivation force, mindful always that what I said, however offhanded, would be seen as a directive – interpreted and acted upon.
How important it is for us to be aware that we have this kind of influence on people around us; that they watch us and they emulate some of the things that we do and even begin to take independent action based on what they think you would or would not allow, based on some of the things that you have communicated in your conversations. Catch phrases are the way these things get communicated.
Horst Schulze of Ritz-Carlton, who shaped his employees’ decorum and conduct with “We’re ladies and gentlemen serving ladies and gentlemen”. That permeated Ritz-Carlton Hotels all across the world. It created the culture.
Other phrases that I remember when I was growing up was this catch phrase or signature tune (as it was known then) from Timex Watches and it went like this, “If you’ve got the inclination, we got the time.”
Microsoft in Japan: ‘Your potential; our passion”.
Spoken and unspoken words make up the culture of the organization.
We well remember Sony’s catch phrase: “It’s a SONY”
Catch phrases like these, which are used for motivational speeches to inspire people, make up the culture of an organization. That culture gives the permission for people to act in their own spheres of influence in that particular way. If catch phrases are so important, then we really need to be careful about the things that we communicate. We need to be sure that the words that we use to inspire and motivate are not words that in any way communicate to people that it’s okay to do something in a shoddy manner, it’s okay to undercut somebody, it’s okay to step on people, it’s okay not to treat people with respect, it’s okay to get the job done however you do it.
It’s important that as people who influence, that we are aware that whether we like it or not, we are able to influence people for good or bad or even whether we are aware or not, that we influence.
I wonder whether that’s something that you need to spend a little time through the day, looking at some of the phrases that you use to get people to work; whether they are things that are sending out a wrong message about you. It is important that these catch phrases permeate all the way down and they go not only with the slogan, but with the meaning attached to it. Form and meaning are so important. It is important that people understand what a catch phrase means, rather than having their own interpretation. For that to happen, we need to be able to train people to be able to understand what your catch phrase means. Only then can we create the right kind of culture.
Matt Monge, director of Education and Training, Fort Campbell Federal Credit Union, shows us how we can move from catch phrases to creating culture. He says, “Three things are very important.”
- Establish clear and compelling vision for organizational culture. Find out who we are, what makes us tick, how are we different, why is the world and the market place better because we are here? Once you find that out, put it down and make it a clear and compelling vision for the company.
- Get people to rally around it; communicate it to the rest of their teams.
- Continue to reinforce it. Make it a sustained intentional effort for organisations to construct a culture where the core of the values is authentic and felt.
So, be very careful that you don’t, in an offhand manner, communicate things that you don’t really intend to communicate. Make sure that if you are sending out messages to people around you, they are messages that reflect the values that the company stands for and you hold good.
So, how do you take that catch phrase and make it move down the company? He says four things in this article.
So, how do you take that catch phrase and make it move down the company? He says four things in this article.
- Understand the culture. This means that training and development teams need to sit down with executives and be certain they understand the vision and culture.
- Anticipate and address obstacles. Often, training departments are the eyes and ears within the organization. So think forward. Anticipate and adapt. Be ready for anything and stay positive while you do.
- Ensure alignment. Our training and development initiatives need to support and align with the organization’s vision and culture. Are we reinforcing that culture or are we operating independently of it? In that case, it is detrimental to what the company stands for.
- Champion the culture. One of the greatest contributions we can make within our organizations is to be champions of the culture. Talk about it. Tell stories about it. Invite employees to be part of the ongoing narrative of the story of the organization.
In other words, take it deeper into the organization. Make sure that what you need to communicate is communicated and communicated well.
So my friends, as we look at this Tuesday and talk about the fact that we have cultural permission that goes out knowingly or unknowingly, the question we need to ask ourselves is – is that going out for good or bad? Somehow we need to be able to rein it in and make sure that it goes out for good, that it completely reflects the values of the company.
So, in your interaction with people today, I would say, “Mind your language.” Be careful about the catch phrases you use. Make sure that people who hear them understand it clearly. I pray that this would be something that you would think about through the day.
Let me pray with you. Almighty God, thank you for every person on this call. Bless them through this day and help them to see the things that they speak, that they go out as influencers and help them to make sure that they go out for good so that people are lifted up, enhanced, motivated to do good rather than to do things in cunning deceitful ways. I pray your blessing upon each one in the name of Jesus. Amen.
God Bless You All.
So my friends, as we look at this Tuesday and talk about the fact that we have cultural permission that goes out knowingly or unknowingly, the question we need to ask ourselves is – is that going out for good or bad? Somehow we need to be able to rein it in and make sure that it goes out for good, that it completely reflects the values of the company.
So, in your interaction with people today, I would say, “Mind your language.” Be careful about the catch phrases you use. Make sure that people who hear them understand it clearly. I pray that this would be something that you would think about through the day.
Let me pray with you. Almighty God, thank you for every person on this call. Bless them through this day and help them to see the things that they speak, that they go out as influencers and help them to make sure that they go out for good so that people are lifted up, enhanced, motivated to do good rather than to do things in cunning deceitful ways. I pray your blessing upon each one in the name of Jesus. Amen.
God Bless You All.
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