Stay up-to-date with the latest news from the world of HR and Governance. This month, we’re focussing on digital cultures and developing truth and authenticity in the workplace.

Digital Culture – Are You Getting It Right?

 

Our usual core focus is around governance, compliance and HR but we really liked an article in EConsultancy this month highlighting the importance of having a digital culture – and the organisations that are getting right.

If you have all the things in place to understand your people and other stakeholders, learn quickly, adapt to reality and work with integrity, you are much more likely to succeed.  Increasingly in any organisation, those aspects are aided by a digital culture and even non-digital businesses can and should be learning.

E Consultancy founder Ashley Friedlein suggests seven defining characteristics of a digital culture:

  1. Customer-centric
  2. Data-driven
  3. Makers and doers
  4. Transparent
  5. Collaborative
  6. Learning
  7. Agile

Take a look at their 10 companies with a digital culture.

 

Truth and Authenticity

 

We were interested to read an article in the HSJ, NHS managers think admitting mistakes is wrong, says PHSO. The article goes on to state that “Senior leaders in the NHS have believed owning up to mistakes was not the right thing to do for too long, the new health service ombudsman has told HSJ.”

There are a number of key reasons why this attitude has to be reversed:

  1. If you are not admitting to mistakes you are unlikely to be able to tackle them effectively.
  2. Trust is key to a highly functioning organisation, and without candour trust is unlikely.
  3. Your team value authenticity – it is a key component of a highly engaged team.
  4. If as a manager you set an example of not admitting mistakes this will rapidly become the norm across your team, like a contagion – and there will be only one person to blame (or would be if you were to admit mistakes).

Admitting to mistakes can occasionally be counter intuitive – will it affect your position, will it impact morale or the organisation?  But to any organisation where not admitting mistakes is the norm we would urge a change in culture.  Lack of candour and honesty is like the very worst of drugs – a short term fix with long term dire consequences.

When you do encourage admitting mistakes – watch the changes as trust grows. It becomes the norm and together your team finds solutions.

We’d love to hear your thoughts on this month’s headlines – leave a comment or get in touch via our contact page.