Retail Observer

RETAILOBSERVER.COM MAY 2023 44 S ome might disagree with Dickinson's suggestion that we sometimes can't tell the truth in the most direct way – that we might go about it with a slant or circuit. But I get what she's saying: sometimes we need to tell the truth in a way that someone can actually hear it. For the next few months, the Culture Coach articles will examine some truths I've learned about organizations, teams, cultures and leaders, in the hope that you might be able not only to consider these ideas and stories, but share them with your team to find your own truths together. Some might disagree with me, too, so I offer these truths and myths to start the conversation, after almost 20 years of working alongside you, to see where we might go next. Here's a little snippet for what's to come, and I hope you'll comment, share, and join the conversation! Some truths about working together: • Cultures can be changed, shifted, lifted, mended, accelerated. It's possible. Much of my work is helping teams and groups clarify what sort of culture they want, identify where they are now, assess the gap, and make plans to close it. It's not impossible to change a culture, even one that feels entrenched, but it's not for the faint of heart, and it asks you to do the deep work of reflection and self-assessment first. • People can change their behavior and repair relationships, if they want to. Typically, we hear the term "irreconcilable differences" in a legal document regarding the dissolution of a marriage. In other words: we cannot work this out. We cannot fix this. Repairing work relationships is possible, if both people are willing and if both people can both listen and define what a 'positive, productive working relationship' might look like for them. • Performance can turn around and be better than you can imagine, right now. Improved performance doesn't have to take a long time, and consistency can be measured and coached. Mostly, you've got to remove obstacles to motivation and assess the real and imagined reasons that someone isn't consistently performing to standard. What leader behaviors make the biggest impact? • Dysfunctional teams can completely transform. Yes, there are exceptions to this rule: there are some teams that cannot be saved, but most teams can not only be salvaged but also leveraged. Sometimes, the simplest of tools, matched with consistent commitment, are what we need to create alignment, unity, and results. Some myths we perpetuate about work and business: • Everyone knows our mission and vision; we already did that. Nope. You've got to say it over and over and over. Recalibration is the key. Creating a common language is one of the most powerful unifiers to point us in the right direction. And, not only that, but it's preventative and proactive. As author Verne Hamish says, "if they're not mocking you, you've not said it enough." • Sales are the most important thing. Sales are the result of all the other things. Results are what you get when you've done everything else along the path. They are the down-stream consequence of clarity, action, alignment, resources, effort, and praise. The bottom line is at the bottom. • Specificity breeds contempt. We err on the side of thinking that either (a) we don't want to micromanage, or (b) we don't want to squash creativity by offering too much specificity. Nope. Mostly, we're not specific enough. Micromanagement is about a lack of trust, and creativity and innovation come from cultivating a high-trust environment where risk-taking is acceptable and encouraged. What really breeds contempt is a lack of respect. • Speed is everything. Strategic speed is essential. Sometimes, we need to increase our efficiency and effectiveness and move with urgent purpose toward the outcome. And, sometimes we need to slow down in order to speed up. When we race past things we deem less important – relationships with customers and each other, our own self- care, essential conversations – we miss noticing beauty, opportunity, and seeds of transformation. We sacrifice the long vision for the short gain. TELLING ALL THE TRUTH: A SERIES Libby Wagner Culture Coach Libby Wagner, author of The Influencing Option: The Art of Building a Profit Culture in Business, works with clients to help them create and sustain profit cultures. www.libbywagner.com RO Tell all the Truth but tell it slant – Success in Circuit lies Too bright for our infirm Delight The Truth's superb surprise As Lightening to the Children eased With explanation kind The Truth must dazzle gradually Or every man be blind – Emily Dickinson

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