Down with individuals (Not!)
A recent, front page article in The New York Times about French identity reported that the French Conservative candidate for president, Nicolas Sarkozy, wants to establish a new arm of the government – a ministry of "immigration and national identity." At the same time, the Socialist candidate, Segolene Royal, wants every French citizen to memorize "La Marseillaise" and keep a French flag in their cupboard, which they must display on Bastille Day. Seems that French politicians are concerned with preserving what it means to be French, no matter what, no matter how.
It doesn’t matter that French citizens don’t entirely agree: many feel their rights as individuals are being ignored and that who they are goes beyond memorizing the nation’s anthem; even beyond their Frenchness. Forcing people to "be French" is what seems to matter – which brings me to my point as it pertains to companies.
The Identity Code, Cable CN8 Boston, April 2006 (cable TV)
Since the book, Corporate Cultures, was written in the mid-80’s, companies have bent over backwards to formalize a distinct culture. Based on a set of shared values, employees have been asked, if not cajoled, to join the organizational team by behaving in ways that reflect those values. If you fit, you’re in; if not, you’re out. Figuratively speaking, if you sing the company song and carry its flag, you’re OK.
Corporate culture is helpful, up to a point. It establishes typically "good" values, which set important standards for how people should act. But sometimes, those standards are met at the expense of one’s individuality, which is where one’s defining talents, drive and passions – your identity – lies. As I write in The Identity Code, identity is the most powerful human force on earth. It isn’t something to be squashed; it is something to celebrate.
Taken too far, then, culture becomes insidious. It undermines the humanity that defines the person. (Quite a contradiction for organizations that assert that ‘people are our most important asset!’) I’m not suggesting a movement to kill corporate cultures. I am proposing that it is time – beyond time – for companies to make a conscious effort to understand and invest in the individual inside the employee. Managers need to develop and deploy concrete ways to celebrate the identity of the Joe’s, Sarah’s, Sally’s and Bill’s, while still maintaining a shared culture.
The benefits are many: For employees, hard evidence that they really are valued for who they are, not just what they do. For the company, recruitment, retention and reputation advantages that translate into enormous cost savings and, overall, a more powerful brand.
Bottom line: Making someone sing the company song is only productive, if the company is prepared to sing theirs in return.