Public Health Intersection

Most of the organizations I’m familiar with believe that they operate on framework based on, “What we all believe”.
What’s interesting is that every time I’ve asked more than one person about what we all believe, I get different answers.
While they’re not necessarily conflicting, they’re not necessarily the same either.
Often what we all believe is also described as corporate culture.
Who establishes and maintains corporate culture?
Who keeps the scrolls upon which is written, what we all believe.
Sometimes you see what we all believe displayed on posters with inspirational quotes, phrases and pictures.
Sometimes you feel it in the air; it can be chilly, warm or sterile.

I believe that we all believe different things and that we may do the same thing for different reasons.
From the outside it can look like we all believe the same things and we do what we do for the same reasons.

Corporate culture is really corporate cultures and when we get it right, those cultures harmonize which means we may be singing the same song but we are not singing the same notes.
When we get it wrong, those cultures clash, silos form and everyone sings solo.

Leaders have certain responsibilities as the keepers of the corporate culture and exemplars of what we all believe.
Leaders have a responsibility to make sure people feel safe, valued and valuable.
Leaders have a responsibility for helping the cultures, divisions, departments, etc. harmonize.
Leaders need to learn to conduct the orchestra rather than lead the parade.

Like orchestra conductors, leaders need to pay attention to everyone and make sure everyone is paying attention.