Unwritten Ground Rules: The Silent Saboteurs

An article from our Cultural Intelligence newsletter...

As a leader, you may think that you have a good handle on the culture of your organisation. You may have implemented policies and procedures that you believe foster a positive and productive work environment. But what if there are unwritten ground rules (UGRs) that are working against your efforts? These silent saboteurs can undermine even the most well-intentioned leaders.

UGRs are the unspoken norms that shape how people behave in a given environment. They are often so ingrained in the culture of an organisation that employees may not even be aware of them. Yet these rules can have a profound impact on productivity, employee morale, and even the bottom line.

Here are some examples of UGRs we have come across over the years that may be sabotaging your leadership efforts:

The "Face Time" Rule

In some organizations, there is an unwritten expectation that employees must be present in the office for a certain number of hours each day, regardless of whether they have work to do. This "face time" rule can lead to employees feeling like they need to stay late or come in early, even when they have completed their tasks for the day. This can result in burnout, resentment, and a lack of work-life balance.

The "No Bad News" Rule

In some workplaces, there is an unwritten rule that bad news should be avoided at all costs. Employees may hesitate to report problems or mistakes, fearing retribution or a negative performance review. This can result in small problems turning into big ones, and can ultimately damage the reputation and success of the organization.

The "Follow the Leader" Rule

In some organizations, there is an unwritten expectation that employees should follow the lead of their supervisors or managers, even if they disagree with their decisions. This can lead to a lack of innovation and creativity, as employees may not feel empowered to share their ideas or take risks.

The "Hierarchy" Rule

In some workplaces, there is an unwritten expectation that employees should defer to those in positions of authority, regardless of their level of expertise or knowledge. This can lead to a lack of collaboration and teamwork, as employees may feel that their contributions are not valued or respected.

The "Survival of the Fittest" Rule

In some organizations, there is an unwritten expectation that employees must compete with each other for resources, recognition, and promotions. This can result in a cutthroat work environment that is stressful and demotivating.

So, what can leaders do to address these UGRs and create a more positive and productive work environment? The first step is to identify the prevailing UGRs that may be working for and against your efforts – linked to your aspirational culture. Based on research undertaken by two Australian universities, we are able to help in that regard!

Once you have identified the UGRs, you can begin to challenge them. This should involve sharing the prevailing UGRs with employees and gaining shared ownership about creating a more positive, productive culture.

Ultimately, the key to addressing UGRs is to create an open and honest dialogue with your employees. By encouraging feedback and collaboration, you can create a work environment that is productive, positive, and supportive of your leadership efforts.

Steve Simpson is an international speaker, author and consultant who, with his business partner Stef Du Plessis, works with companies across the globe to help them understand and strategically improve their corporate culture www.ugrs.net.