Organisational Culture: Art or Science?

For those of you that are from a more mature vintage in Australia, you’ll remember cracker night. On June 7th 1986 I was five years old and it was the last cracker night before fireworks were banned in NSW, Australia. Some of my fondest memories were of cracker night, the excitement, the danger, the noise, the smell, the beauty; it was absolutely magic. One of my favourite fireworks were paratroopers. It consisted of a roman candle with some toy soldiers stuffed in the top with tissue paper parachutes to bring them back down safely following being projected into the air via a small explosion….rather ironic. Nonetheless, they fascinated me. For as long as I can remember, I’ve always been curious about how things work. I loved science at school and liked to experiment beyond the confines of the school laboratory. When I was in high school, a kid in my year managed to get his hands on some fireworks. I begged him to give me some as I wanted to figure out how they worked to satisfy my curiosity that had been sparked eight years earlier. I was so desperate, I offered to pay him five dollars for a single cracker. You’ve all seen the images of thousands of small red firecrackers going off to cleanse the spirits for Chinese New Year. I bought one single cracker for five dollars! Yes, I was totally nuts. What was more extraordinary, I never even saw the firework explode. Instead, I went home sat it on a blank sheet of white A3 paper and carefully dissected it with a scalpel to reveal the raw materials used to make it. I wasn’t satisfied with simply seeing the magic unfold, I needed to understand how to make the magic happen.

After three years of lunchtimes in the library studying books, countless failed experiments at home involving coffee grinders, cardboard tubing, tissue paper and plenty of superficial burns, I performed my first fireworks display. That’s right, my very own fireworks display witnessed by about two hundred people. Let’s just say not all of them worked perfectly and I may have failed when it came to following any sort of safety protocol and thankfully nobody was injured…but they were all entertained. Somewhere in between a wayward rocket whizzing past my right ear and the deafening boom of a rogue mortar knocking the wind out of me, I realised that fireworks are a beautiful synergy of art and science. The spectacle only meaningful in the moment, witnessed by fascinated onlookers captivated by the sorcery unfolding before their eyes. This shared curiosity binds people at that moment, a shared experience to be remembered and reflected upon.

Organisational Culture

With such clarity and passion at an early age, you might wonder why I didn’t become a pyrotechnician. The truth is, that’s all I wanted to be. Following a behind the scenes tour of a prominent fireworks company I did ask if I could do an internship which was denied. The only intern they took on previously was supposedly killed in an unfortunate accident involving fireworks…there’s that irony again. With that, I meandered my way to university and eventually landed on psychology where strangely the question of art or science was still being asked. Even today, you might find people that believe Psychology belongs in the arts. Psychologists, on the other hand, do their darndest to ensure that they are taken seriously with their rats, stats and psychometric profiling. Unfortunately, we are often left with black and white perspectives on something that, just like fireworks, can only be fully appreciated when we combine both art and science.

Organisational culture must be one of the most contentious constructs ever conceptualised. Paradoxically, everyone can describe the culture of their organisation, but almost nobody agrees on exactly how it works. We all agree that it exists, but nobody has ever seen it. It’s this nebulous abstraction that behaves like a bad smell. When you first enter a room the smell hits you hard but after an hour or so, it slowly becomes normal to the point where you can’t smell anything anymore. Having tested my olfactory prowess on hundreds of organisations, and like my curiosity fuelled career as an amateur pyrotechnician, I’m on a mission to understand the science underpinning culture. I’m not the first to investigate, nor will I be the last but one thing I have observed is that much of the focus has been placed on ‘Culture Change’. To me, if the fundamental understanding of culture has not yet been agreed upon, how is anyone meant to change it. Moreover, what are you changing exactly? For anyone in this space, you don’t have to look too far to discover the overwhelming number of failed culture change programs. Furthermore, due to their scarcity, the few high-profile success stories often appear to be more like a magical culmination of perfect timing, perfect leaders, and usually a giant slush fund to ensure it all goes off without a hitch. The reality is, culture happens whether you like it or not. Like water running down a mountain following a massive downpour, the water will find it’s own path. If however you can be bothered, you can influence where that water flows. You can’t always know when it’s going to rain, nor how much it will rain but you can plan for it. The remainder of this paper explains culture through my lens…..both art and science. I define it for you, I break it down into its components then show you how to make the magic happen. All you need to do is be curious.

Culture defined

For the following definition to make sense, you need to accept the following assumptions[i]:

Assumption 1: Organisational culture is an individual phenomenon i.e. It can only ever be perceived and experienced by one person.

Assumption 2: Organisational culture is constantly changing. Like a cloud in the sky, it takes form and shape when it binds with your imagination but when you look away for a moment it changes into another form, forever evolving.

Assumption 3: Organisational culture is made up of critical ingredients that when combined in the right quantities create a ‘chemical’ reaction. Like fireworks, if you don’t have the right combination of chemicals, you will never produce the desired effect.

Assumption 4: The key ingredients and the required quantities of each keep changing based on the environment. If you’ve ever tried lighting a campfire in the rain, or strong wind or when it’s hot and dry, you’ll appreciate what I’m talking about.

Assumption 5: Culture matters. If it’s broken, so is your organisation’s future success. The bottom line is….it affects the bottom line.

With these assumptions in mind, culture can be defined as.

“Culture is a reflection of moments upon moments, shaped by what you expect and believe will happen”

In every moment, you experience something which you can reflect upon. In that same moment, another person experiences you at that moment which they can reflect upon. Imagine that it’s as if we are all walking around like shards from a broken mirror, each reflecting our experience into another person’s reflection, we confirm our own beliefs through our behaviours and our relationships. Our bonds with others are solidified when they reinforce our behaviour and therefore demonstrate that they too share our beliefs. I’ll step out of metaphor for a moment just in case I lost you. Simply put, as individuals that turn up to work every day, what we believe shapes what we do and what we do shapes who we develop relationships with. Our relationships then reinforce our beliefs and so the cycle continues. These three elements are what forms culture or what I also call ‘brand’. The culture or brand of your organisation is an expression of the shared beliefs, behaviours and bonds that exists within the organisation and externally with your suppliers, customers and marketplace. There is one overarching element that has a governing role when it comes to influencing culture. That is the environment or background that your organisation is nested in. See Fig 1. For a diagram outlining the culture model.

Fig 1. Culture Model

The importance of the environment

The environment or background is the least controllable element of culture. On a macro level, it includes that marketplace, public perceptions, the economy, industry regulations, political standing and the list goes on. At a micro level, the environment includes engagement and morale, management capability, geographic location, physical surroundings, local leadership stability etc. Taking it one step further, given one assumption about this culture model is that it is an individual phenomenon, the environment extends to each person. This includes their situation, where they live, their prior experience, and their overall physical and mental health. If you’re pursing your lips and raising your eyebrows on this last point, consider the impact the last bullying or harassment claim had on your business. What was the emotional impact? What was the financial impact? What was the impact on the relationships, behaviours and beliefs that needed to be addressed as a result?

For better or for worse, the micro and macro environment are critical factors that need to be constantly evaluated if you want to effectively build your brand in a way that aligns business success with a strong organisational brand. The environment is often what makes culture so complex, unpredictable, and difficult to alter. As I write this, the world is facing a macro-environmental challenge with the COVID -19 virus. The ripple effect that this creates for beliefs, behaviours and bonds alters everything.

Getting the balance right

When I first began learning about fireworks, I had to understand the fundamental ingredients that when mixed create gunpowder. At it turns out, there are three core ingredients:

• Potassium Nitrate (Oxidizing agent) =75%

• Charcoal (Fuel) = 15%

• Sulphur (Catalyst or heat) = 10%

What the textbooks don’t tell you is that these ingredients come in many different forms and with varying degrees of quality. The grade of powder also has a marked impact on the result. Like most things, with a higher grade of quality and a finer grade of powder, the gunpowder burns much cleaner, faster and brighter. Another factor that the textbooks don’t teach you is that gunpowder is incredibly hygroscopic, meaning that it is prone to absorb moisture from the air. It doesn’t take a genius to figure out that moisture isn’t going to be very good for fireworks. How is it possible to overcome these challenges to produce safe, beautiful and predictable fireworks? From witnessing what they did at the fireworks factory, the answer lies in experimentation. Each batch of powder created is unique and has to be modified to achieve the correct outcome. The result is consistent performance but the ingredients had to be changed for each batch to match the environmental conditions. A blind approach of mixing the ingredients without any form of iterative testing would result in disaster.

I see Organisational culture in much the same way and is made up of these three key ingredients:

• Bonds/Relationships (Oxidizing agent or oxygen)

• Behaviours/Actions (Fuel)

• Beliefs/Values (catalyst or heat)

The overarching influence of the environment needs to be accommodated to get the outcome you’re looking for. If the balance isn’t right in response to the environment, you either get no spark at all or the whole thing will violently blow up in your face! Balancing the right proportions in response to the environmental influences enables the chain reaction to occur. What it creates is a brilliant fusion that equates to a whole that is greater than the sum of the parts. Look no further than the simplicity of fire. Once you have the right mix of wood, oxygen and a spark to get it started, you establish something that is both beautiful to observe, provides warmth, heat for cooking food and boiling water, and light to be able to see. Your brand or culture is the fire you create in your team or organisation. If you leave it unchecked in a hostile environment, the fire can rage out of control and cause catastrophic consequences. In contrast, if the environment is cold and damp, the flame may be weak and go out altogether. A healthy culture has a flame that burns brightly and organically but remains carefully controlled in response to the ever-changing environmental conditions.

Creating an aligned culture strategy

Before jumping in and creating a ‘culture change’ strategy, it’s important to understand each of the elements as they are currently. The best place to start is by asking the following questions across multiple stakeholders at all levels of the business. The objective at this point is to not change anything but to simply understand how your brand interacts with the current environment (both micro and macro).

• What are the current beliefs you have about your organisation? How are these beliefs helping or hindering your organisation? How do those beliefs influence the brand or culture of the organisation?

• How do people interact with one another? Are they friendly and sociable, busy and frantic, individualistic and isolated or efficient and respectful? Are the behaviours of your people (Staff, clients, suppliers, partner) enhancing the brand of your organisation?

• What sort of relationships do people have with one another at your organisation? Are they mutually beneficial? Are they clinical, professional and a touch cold? Are they challenging, robust and growth-oriented? Or do they feel like an annual family get-together around the Christmas table; obligatory and a tad dysfunctional?

• What is the current environment (micro i.e workspace, team, engagement) you’re operating in?  What are some of the broader environmental factors (Macro i.e market trends, political factors, national security, public health concerns) that are facing your organisation?

Now that you have a clear understanding of the factors underpinning your organisational brand or culture, and the environmental factors (both macro and micro) influencing it, you need to be ruthless about whether it is supporting your organisation to succeed. The point being, your brand or culture might be perfectly pleasant but if it isn’t aligned to the growth targets, customer service charter, employee value proposition, or shareholder expectations, you’re leaving your success up to chance.

Our results are good…. why do we need to bother about our brand or culture?

For those of you that are agreeing with the emboldened question above, I hope you’re not in a leadership role. If you are, read the next paragraph carefully.

Your brand and culture are what enables you to deliver excellent service, fantastic products, innovative client solutions, or world-class employee experience. Your bottom line only exists because of the nebulous cloud-like construct we have coined as ‘culture’. Countless organisations have had amazing financial success but ultimately failed due to cultural or brand challenges. See the following list of some well-known organisations and brand names that have either ceased to exist or had a catastrophic fall from grace.

•       Kodak

•       Ansett

•      Schwinn

•       Toys R Us

•       Dick Smith

•       Enron

•       Polaroid

•      Lehman Brother

•      Atari

•       Commodore Corp

•       Radioshack

•       Nokia

•      General Motors

•      Compaq

The above list is a reminder of how ephemeral success can be. Furthermore, the need to constantly innovate, challenge, rediscover and push through complacency is critical for continued success. Your brand or culture is made up of the relationships you form, the beliefs you hold, and the behaviours you reinforce. Their combination creates the flames that forge a personal and organisational legacy. How you want to be experienced in the world is directly reflected by how you interact with the world. If you are feeling somewhat underwhelmed by the culture of your organisation where you currently work, before judging, remember the definition. Culture is a reflection of moments upon moments shaped by what you believe and expect will happen. If the culture doesn’t align to you, it doesn’t make it bad or wrong. It simply means that you don’t fit. My advice, try mapping out your own beliefs, behaviours, and bonds that you want to experience at work. Do a sense check based on the current micro and macro environments then start looking for an organisation that fits what you want. If however, you choose to stay in an organisation that doesn’t work for you, your reflections on the brand and culture are a reflection of how you see yourself. In other words, everything you hate about the culture, you become. Finally, to answer the question is Organisational Culture art or Science? I say it’s both. In art, you find science and in science you find art. Your ability to create both in a consistent way that captivates others is what will set you apart.

About Me:

My name is Joe Hart and I’ve spent my life thus far seeking to understand why people do what they do. I’m an Organisational Psychologist and am also obsessed with patterns. Patterns underpin everything we do, everything we think and everything we feel. Organisational culture is like the Rubiks cube of human behaviour. It seems impossible, but there is a method to what seems like chaos. If you’d like to crack the code that’s holding you and your team back.

Contact me here:

E: joe@joehart.com.au

M: 0425 224 825

W: https://joehart.com.au/

Do you lead with Guilt or Shame?

As many of you right now, my calendar is full of end of year gatherings, parties, kids’ performances, presentations etc. It can be hard to juggle priorities and ensure that you give everyone the attention they deserve. In my case, with four kids, this is always a challenging time of year when it comes to getting to everything and being a supportive, loving parent whilst maintaining my sanity.

My daughter, being the youngest of four, has gotten the least amount of attention of all my kids. Not surprisingly and ironically, she is also the child that wants the most love and affection from me. For that reason, she tends to know which of my ‘guilt strings’ to pluck to get me to show up. Two weeks ago, she was ready to perform at the end-of-year dance recital. She had practised to music at home religiously for months getting the moves timed perfectly with the music. Her costume looked fantastic and, I was looking forward to seeing her express herself in a performance that she had worked so hard to perfect.

The big day finally arrived, tickets in hand and the recital was scheduled at the very end of a very busy Saturday which involved Japanese School, Karate, Basketball, and a trip to the Physiotherapist. The recital was due to start at 6:30 pm and went for two and a half hours including an interval. As you can imagine, with such a tight schedule, there was not a lot of margin for error and by now, you are rightly predicting that we faced a lot of error that day.

“The fear of what might happen is often worse than the outcome itself. I’m sure there are exceptions to this rule, and my massive generalisation of guilt vs shame culture is by no means definitive but in my experience and that of my clients, the truth is a far better option when it comes to maintaining your wellbeing both personally and at work.”

We dropped my daughter off at 5:30 pm to get her make-up and hair done prior to the performance and would not see her again until after the show. In the hour before the performance started, everything that could have gone wrong did….and predictably we were going to be late. It was only a few minutes late initially…but that soon turned into 15minutes. Exasperated and hoping that they hadn’t started yet, we rushed into the theatre and were ushered to our seats. Once seated we had an opportunity to review the program and see when my daughter’s routine was due to start. I saw my daughters dance listed second from the top and based on the performance that was currently happening….I realised that we’d already missed it. My heart sank. My wife leaned over and asked when she was due to perform…I said “We’ve missed it”. I didn’t take in much of what was going on around me after that. I was so angry at myself, disappointed, annoyed, looking to blame my son for putting his shoes on too slowly, my wife for changing her dress at the last minute and the very slow driver in the carpark that held us up for a couple of minutes. I also felt annoyed at all of the delays that had happened earlier in the day to contribute to us being late. In addition, I was now sitting through a 2.5-hour recital watching other kids perform that I had no connection with…. it was somewhat of a nightmare. To make things worse, we weren’t allowed to see our daughter until all of the performances were finished! Painfully, this gave me ample time to think about what we were going to say to her.

What would you do?

She’s 9 years old and has been working on this for months. She knows you are watching her but due to the theatre layout, we were up on the balcony so there is no chance she would have noticed our absence in the audience. We see that it is being professionally filmed so we will be able to get the recording at some point. Do we tell her that we missed it? Or do we allow her to have her moment of joy without bringing her down?

Guilt or shame….what drives you?

I didn’t want to face the reality that I’d have to break my daughter’s heart so, like a coward, I turned to my wife in the hope that she would resort to her cultural heritage to decide. My wife is Japanese so as a generalisation Japanese culture along with most Asian cultures adopt what is known as a ‘shame culture’[1]. Basically, this means that if you’ve done something that you aren’t proud of (like miss your daughter’s dance recital) then there would be no point in sharing that with her or anybody else. By sharing, it would bring on a feeling of shame that would tarnish your personal brand. In Japanese culture and many Asian cultures, shame is a feeling to be avoided at all costs. Much to my surprise, my wife has become more Australianised than I thought and quickly stated “it’s up to you…but I think we should tell her”. All I could hear at that moment was the plucking of my ‘guilt strings’ even louder. As an Australian, I belong to what is known as a ‘guilt culture’ that has derived from a society dominated by Christian values. In simple terms, if I’ve done something I’m not proud of then it eats me up inside until I come clean. It was clear what I needed to do….confess!

Confession time

Like most difficult conversations, what I think is going to unfold is much worse than the reality. This conversation was no different. I picked her up from the stage door told her she looked beautiful (which she did in her sparkly costume and make-up) then asked her how she felt. She then asked me “Did you see me Papa?” which I could tell was a rhetorical question. I paused very briefly before I gently said: “I’m sorry Keira….we were a little late so I didn’t get to see your performance”. She took about ten seconds of silence while she looked down at the pathway then looked up at me and said, now you have to buy the DVD (with a surprisingly evil grin), to which I responded: “of course”. She then said “Can I perform my dance to music when we get home?” to which I responded, “of course you can….I’d love that”.

While guilt still plagues me and shame is something I have felt, the alternative to both of those is the truth. If you ever find yourself wanting to ‘protect’ somebody from the truth I’d challenge you to consider if you’re coming from a place of guilt or shame…or potentially both. Rather than avoid either of these, challenge yourself to share the truth. The fear of what might happen is often worse than the outcome itself. I’m sure there are exceptions to this rule, and my massive generalisation of guilt vs shame culture is by no means definitive but in my experience and that of my clients, the truth is a far better option when it comes to maintaining your wellbeing both personally and at work

[1] For a discussion on the topic of giult vs shame culture, please see the following article. Revisiting Shame and Guilt Cultures: A Forty-Year Pilgrimage: Ethos, Vol. 18, No. 3 (Sep., 1990), pp. 279-307 (29 pages)

The Magic of Fire

It felt late at night, I glanced at my watch to discover that it was only 8:47pm. There was something magical about fire…how it soothes one's soul, warms one's heart and calms one's mind. While it seemed as though I'd been staring into its playful rhythm for hours on end…barely 10 minutes had passed. It was a cold still night, and earlier I'd decided to build a nice campfire to lift my spirits following on from the past couple of days. This trip was supposed to be my chance to get away from it all and enrich myself with the basics, experiencing nature and eating simple food. Instead, I'd spent two days enduring some fierce weather that involved gale force winds, horizontal rain and less than ideal temperatures. Having endured all that mother nature could throw at me, it felt natural to want to enrich my experience by building a fire.

A task I normally take for granted, turned out to be a challenge that I hadn't anticipated. What is normally as easy as striking a match was now being hindered by the environment, a cold, wet and overall unpleasant campsite. I couldn't help but get annoyed with myself as I brought this suffering into my world. As it happened, the holiday I was seeking turned into the challenge that preventing me from experiencing the nourishment that I thought I so desperately needed. How is it that my planned escape from reality would unearth a new level of suffering when I was meant to be enjoying myself?.... Wrong question! At that point, I realised, by questioning why I wasn't enjoying myself I was becoming a victim of the situation, held hostage to the weather. I could only blame myself which ultimately, led me to more suffering. The better question to ask myself turned out to be far simpler. I was bloody cold, my socks were wet and I was getting more depressed by the minute. I really needed to make a fire…but it seemed hopeless. The right question was "Based on this crappy situation where all the kindling is wet and I have no dry wood, how do I get a bloody fire started?" It was at this point…at the threshold of giving up that it clicked for me. I discovered the magic of fire…..even in the absence of a flame.

"The right question was "Based on this crappy situation where all the kindling is wet and I have no dry wood, how do I get a bloody fire started?" It was at this point…at the threshold of giving up that it clicked for me. I discovered the magic of fire…..even in the absence of a flame."

After gorging myself with toasted marshmallows and hot chocolate the night before, I emerge from my not so dry tent to a smouldering pile of ash with no wood to get the fire started again. The reality was, my environment was constantly shifting and there was a rhythm within the complexity of the shift. Once I'd been camping for a week, I finally got into the discipline of searching for wood the day before I needed it, knowing that I'd be able to capitalise on the hot embers from the previous night in order to build up the fire again the following day. My focus had now shifted from creating fire to one of sustaining fire.

A fire has the power to mesmerize the most active mind and inspire hope in those that feel demoralised. The challenge to get a fire started is fuelled by anticipation of what that fire will create for you. I'd argue that one of the most powerful skills a person can ever learn is how to generate a fire both literally and figuratively. It is a fire that provides us with warmth, the ability to cook our food and provide light for us to see. Regardless of what is happening around you, a fire has an uncanny ability to bring people together in a way that encourages friendship and collaboration.

My experience got me thinking about organisational culture and more specifically, how we create that same magic that fire inspires in a business context.

Most organisational change stories can be linked back to a visionary CEO that paved we way through great leadership and a relentless focus on people. Unfortunately, like in the academic world, we don't ever hear about the many hundreds of unsuccessful experiments that never got published but simply hear about the one or two success stories that gain notoriety. Similarly, in the right conditions, the simple flick of a match can set fire to a blaze that can burn brilliantly without much effort whatsoever. The Australian bushland is notorious for its catastrophic bush fires that can even be a result of a rogue lightning strike.

 In contrast, a deliberate and orchestrated change in culture is all too often met with an insurmountable brick wall that further reinforces that change is hard, not for the faint-hearted, fails more often than it succeeds and for most…can't really be changed despite what all the culture change specialists tell us. Culture evolution on the other hand (non-deliberate) simply represents reality, the very nature of how we and the organisation as a system operate. It will change and must change…. regardless of how deliberately we direct or sculpt the shift. The distinction here is that the culture of an organisation is always changing whether we like it or not. The issue with traditional culture change is that it follows a linear ( from x to y, time 1 to time 2) change process for something that is constantly changing anyway. Simply put, if you know it's about to rain do you wash your car? If you're about to move to a new house would you change the layout of your bedroom? If your organisation is about to go through a restructure do you pull everyone together for a team building offsite?

Back to my analogy of fire……too often, culture is limited to a discussion that revolves around the immediate environment and what you get from it…be it experience or tangible "stuff". My desk, my fruit, my massage fairies, my manager, my team, my tasks, my car space, my salary, my processes, my systems…and the list goes on. How we currently conceptualise culture and the change we aspire to create is very much about what people "get" as a result of the change. WIIFM is the approach that most consultancies and HR practitioners use to determine if people are going to jump on board the rusty old change bus they so religiously keep refuelling year after year. The reality is, the sooner that we see the environment as something that either fuels or hinders our culture, the better. In order to create something sustainable, the environment (emotional and physical) needs to be recognised as:

• Constantly in a state of flux and change so nothing stays the same

• A critical factor that influences my mindset, behaviour, and success

• Something that is within my control to enhance

When camping, fire is an essential ingredient to ensure that one returns home feeling fully rejuvenated. Ever tried camping in the rain? More specifically, ever tried lighting a fire when you are camping and it just so happens to be raining? Yeah……not the most fun you've had I'm sure. What's more, is the need for fire when it's raining is so much greater. You are most likely wet and cold and can't find any dry wood….so it's hard to get that first spark going. Even if you do happen to get a flame going, keeping it going is even harder!

Applying this thinking within organisations, we are only ever setting camp up temporarily (ok so I'm sure there are a few ‘lifers' out there challenging this notion, but for most, they join an organisation knowing that it's not forever). We know it's going to be an experience, we know we need to generate a fire and we know we will need to take our constantly changing environment into consideration in order to do so. We also know if we depend on anyone else to build a fire for us or expect that it's already going to be lit and sustained before we get to camp…..we may have made some pretty poor assumptions.

"We also know if we depend on anyone else to build a fire for us or expect that it's already going to be lit and sustained before we get to camp…..we may have made some pretty poor assumptions."

The truth is, before you build a fire, you need to survey the environment when you arrive. Often, we have an idea of what the environment is like but when we finally arrive at our destination, we see it for what it is. Are you experiencing a cold, wet, dark, windy campsite that is positioned smack bang on top of a smelly quagmire? If so, you know that starting a fire is 1) super important and 2) bloody difficult. The first thing you need to do is think about how you can increase your chances of being successful in getting the fire started because another certainty is that anyone else on the campsite is going to be facing the same challenges.

While fire certainly feels magic….there are some tangible steps you can take to build one.

• Step 1- Build a shelter: It doesn't need to be grand, but you do need somewhere that you can get out of the elements and enable yourself to start the process of creating a fire.
• Step 2- Gather some fuel: You need the fuel to get a fire cranking ready to go. Ideally, this is as dry as possible and starting with small kindling, increases incrementally as the fire increases in size.
• Step 3- Create a spark to get things cranking: The first spark is the hardest and will need fine attention to detail to ensure that it takes. This takes perseverance and patients when facing off against the elements. As painful as it is, you can't skip past this step and come back to it later.
• Step 4- Build it up and sustain: Now that you've got a good flame going, you need to carefully stack the wood on (without smothering it) to ensure that it builds up to the desired intensity. It's easy to get carried away at this stage and overdo it….either burning through all of your fuel unsustainably or snuffing it out completely.
• Step 5- Sit back and bask in the magic: Once you've got it cranking and found a rhythm and balance for the amount of fuel you need to keep feeding it, you can sit back relax and bust out the marshmallows. It's time to bask in the warmth that it throws offs, stare into the endless complexity and predictable unpredictability of the flames, share stories, laugh, engage and ultimately nourish yourself.

Rather than seeing the responsibility of culture as an HR thing or something that the CEO has to drive, think of culture as a whole group of people collectively taking responsibility for their own campsite, knowing full well that if they don't take the necessary steps to ensure they can build a fire in their current environment, they are likely going to get cold, have no light and nothing to eat. Having said all of that, if someone is in despair, there is usually a few free spots around the campfire for those in need. It takes nothing away from the fire to have an extra person experience its warmth.

My challenge to you…..take a look right now at your environment. What's the lay of the land….is there a storm coming? Are you experiencing a considerably frosty winter? Or is the environment more like the Australian bushland in the middle of January, hot dry and ready to burn? Regardless, you need to take the necessary steps to identify what it will take for you to understand your current situation, search for the necessary fuel and shelter, create the spark that takes you from the hope of generating fire to the reality of sustaining the level of light and warmth that you need. This is not a set-and-forget exercise but something that you need to adopt as part of your daily discipline. If you don't continually monitor your fire, you'll either end up burnt or your fire will simply flare up and go out.