Culture is an outcome of many things including values, beliefs, traditions, myths, agreed ways of working, unwritten rules, and personalities. Some definitions are, well, a bit wordy, but it’s easy to understand why. They are trying to define something very complex… or is it?
Culture can actually be very straightforward; it's simply “the way we do things around here”.
But why do we do things the way we do?
What shapes and influences culture?
A common culture metaphor is the iceberg:
10% is above the water line representing articulated, tangible things such as policies, company branding, office layouts.
90% is below the water line representing not only people’s lived experience of the culture of your service, but also the unspoken ‘norms’, values and expectations within the organisation.
Why do we need to know what shapes and influences culture? Because we want “the way things are done around here” to reflect our values and standards.
To paraphrase the well-known Peter Drucker quote, “Culture eats strategy for breakfast.” Organisational values mean little if they’re just words on a website. Leaders must embody these values and bring them to life through their actions. We need to show staff what these values look like in practice. Take respect, for example; a value likely shared by many organisations, yet one that can feel quite abstract. If I were new to working in care, I might have my own understanding of what respect means. But what I really need are clear, tangible examples and a role model who can show me how respect is demonstrated within the service.
Culture is the same. Our actions and decision making as leaders are the strongest influence on culture in our services.
Definition of culture
Skills for Care have found a balanced definition of culture which reflects this; the personality and character of your organisation, encompassing its mission, values, and beliefs.
At this point it would be a good idea to include ‘vision’. While management focuses on ensuring smooth day-to-day operations, leadership is about shaping the future. Leadership means turning an organisational vision into reality, so the culture must be one that embraces change. It’s important that our actions and decisions reflect not only effective management but true leadership.
Culture and CQC Expectations
And what are CQC's expectations? The word culture is used twelve times in the key questions and quality statements including:
Leaders embed a culture of openness and collaboration.
We have a proactive and positive culture of safety based on openness and honesty.
Leaders instill a culture of improvement.
Leadership, management and governance of the organisation assures the delivery of high-quality and person-centred care, supports learning and innovation, and promotes an open and fair culture.
There is an inclusive and positive culture of continuous learning and improvement.
We have a shared vision, strategy and culture.
We foster a positive culture where people feel that they can speak up and that their voice will be heard.
We work towards an inclusive and fair culture by improving equality and equity for people who work for us.
Define your organisation's culture
How would you define the culture of your organisation? Or more importantly, how would your staff and people who use your services define it?
Don't assume you know what your culture is; ask people. Don't ask them what your culture is, just ask them to describe your service. Don't overthink it; the first thing that people say is often the most insightful and authentic.
- Ask your staff what's it like to work here...
- Ask people who use your services what's it like to receive a service…
- Ask where people think the service will be in a year from now…
- Do they know and do they tell you with a sense of excitement and passion?
- Ask for examples of when people spoke up and felt listened to…
Why? Because culture is not a policy or a poster, it is lived and felt and shaped every day by what we do, say, allow, and expect. It’s defined not by what we hope it is, but by how it’s experienced by people. “The way we do things around here” must reflect our values, our vision, and the standards we strive for. That requires honest reflection, active listening, and consistent leadership. Culture is not static; it evolves with every decision, interaction, and action we take. So, we must lead it, live it, and most importantly, ask others how it feels. Because in the end, culture is not what we say it is, it’s what people say it is.
A piece of advice? Treat culture as seriously as anything else you quality assure, and use what you learn to improve.
Where you find aspects of culture are not what you want them to be - action plan. Ask people:
Why do you do that?
Why do you do it that way?
Why do you feel that way?
What experiences led to it?
Your action plan is then to ensure the “why” is celebrated and continues!
