Almost once a month someone in my team says something like ”you are not living in this reality” or “you don’t understand what we really do”. I agree on the first claim but not at all on the second one.
It is still common for companies to conduct annual employee satisfaction surveys. It is dangerous, though, to assume that the survey results tell what people really think. You need to dig into the results to understand what they mean and to figure out what to do about them. Here are a few traps you should avoid.
Have you ever panicked? Or felt like being in a dead-end, uncertain, or unconfident to the extent that you froze? Such things may happen in any occasion: in extreme sports, working with difficult people, managing something overwhelmingly complex or frightening, getting caught in an all-new situation, or being under a real threat of violence or serious illness.
”Esko, we need a better culture, one with better human leadership.” A colleague told me this a few years ago. Because I didn’t understand what she meant I engaged in a discussion with her. It turned out that she, neither, understood what she meant. She strongly felt something is “wrong” in our “culture” but couldn’t explain it. A “good culture” is something that is compatible with the values of the person and a "bad culture” is something that is incompatible. But what is it that really makes an organization culture “good” or “bad”?