We are all very used to the idea that individuals have personalities and moods that affect their demeanor, manner and behaviour. Skillful communicators can adjust their content, style and delivery to take account of these difference. But have you ever thought of applying similar thinking to the companies you deal with?
By understanding their organisational culture [personality] and climate [mood], you will be able to tailor your approach to meet their needs and maximise your chances of success.
When I visit a potential client for the first time, I try to arrive a little early; early enough for it to be likely that I will have to wait but not so early that it looks as though I got the time wrong. In those few minutes, I try to gauge something about what makes the company tick by watching what goes on.
In this short period, it is only possible to get a few initial insights into the way the company works, but any information is better than none. I try to use the following 7 topics to guide my assessment as I get to know the company and its people. As I wait, I’m normally able to pick up a few tips on the first couple of ideas.
Interaction
What is the level and style of interaction between the people you see? Is it formal or relaxed? Do they know each other’s names? If so what do they call each other? [In particular what do they call “the boss” and do they all use the same name?] Do they only talk about work or is there some social chat? etc
Rules and Procedures
The issue here isn’t whether they have rules and procedures, every business needs them, the question is whether they are proportionate to the business and the risks it faces. Are the number and method of publication of rules and procedures appropriate to the business. What is relevent to a major business operating in a highly regulated industry, is different to that required for a SME in a low risk business. Do the rules seem about right, over the top or too slack. [and are people following the publicised rules?]
What is [real] work?
Which of the organisation’s activities are considered as real work – is it just their core activity or is it broader activities, such as marketing, people management etc. Sometimes, this can be picked up from what the departments are called!
It can also be interesting to work out whether informal communication, discussions over coffee / water cooler etc are counted as work; favoured or frowned upon.
How important is time?
Is time seen as a valuable resource or as an enemy. Are deadlines real or purely indicative? Is getting things done by a particular time more important than how it is done [are rules and procedures “bent” to meet deadlines]? Does process and protocol beat the importance of time?
What is the level of acceptance and challenge
Do people accept things as they are, do what they are told and accept management’s explanations or do they challenge, raise alternatives and concerns? Would they point out that the Emperor’s new clothes were non-existent?
Do people co-operate?
What are shared areas like – do they all do their share to keep things tidy or do they leave it to others?
When asked a question do they answer exactly what is asked or seek to provide the required information?
Are people judged by their intentions and actions or the results they get?
This is fairly straightforward – do those who get the right results in inappropriate ways become better regarded than those who do the right things but don’t get the desired results.
If you keep these ideas in mind and keep your eyes and ears open, you will get to know what makes your clients tick and that will help you build better relationships with them – to benefit you both.
Pivotal Thinking 