PaperCultures.com
Leaders' box-checking 101, create a mission and a vision, develop a training program, and write an about section. Say something about how much we care, our emphasis on quality and innovation, and squeeze in our customer and staff focus. Check, check, check, boxes checked. Now decorate the office with it, put it aside, and let's get some real work done.
A paper culture is the gap between an organization's stated and actual culture. It is an about-section culture. Paper cultures favor words, the latest organizational trends, and empty fluff rather than action. They fall somewhere between what leaders believe their organization should be and how leaders want to be viewed by others.
Some paper cultures start with good intentions, but a missing skill set, poor choice of priorities, or lack of knowledge quickly shows how fragile organizational cultures are. They fall short, are hollow, empty, and have no substance. They lack the consistency of who leaders claim they are. Paper cultures, unfortunately, are toxic and can have far-reaching impacts.
PaperCultures.com is a community that provides resources and develops leadership. We bridge the gap between knowledge and understanding, box-checking and effective programs, and paper and actual cultures.
Please take full advantage of PaperCultures.com's resources and services. We assure you that all stakeholders will benefit in more ways than you imagined, paving the way for a more authentic and influential organizational culture.
Team
Bill Hartford, CEO
BillH@PaperCultures.com | Phone: 541-799-5210
To say that my career was a bumpy ride is an understatement. I went from one toxic culture to another. If allowed, working in toxic cultures will ruin you. But we can choose between being bitter and damaged and learning, growing, and positively impacting others.
It is a painful learning experience, but the lessons remain deeply ingrained. The situations encouraged me to seek insight and creative solutions to create healthy cultures.
As a leader and coach, I aim to assist individuals in reaching their full potential, often exceeding their expectations. Recognizing talent, developing systems, establishing priorities, and strong leadership are all critical elements. But nothing compares to establishing cultures in which every detail is consistent with who you are, your objectives, values, and your stated culture—a culture that severs all stakeholders and is the same on paper as in action.
Lessons I Share
Leaders don't need to endure a career of toxic cultures to establish the culture they say they want, and staff members don't have to settle. PaperCultures.com provides the resources to bridge the gap between desired (paper culture) and actual culture.
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Toxic does not come in varying degrees; toxic is toxic.
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How few healthy cultures exist and how easily cultures can get off track.
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Building a strong culture is not a priority. There is too much distraction (false objectives, short-term focus, politics, etc.).
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Nothing emphasizes the state of organizational culture more than the number of individuals who tolerate toxic cultures due to the lack of healthy options.
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There are no insignificant details, inconsistencies modify desired cultures.
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Knowing theory does not equal understanding. It takes more than the ability to repeat theory to make an impact in any field; this certainly applies to culture.
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Leadership struggles with establishing a culture that resembles their written paper culture.
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Organizational cultures influence every aspect of an individual’s life. Toxic cannot be left at work.