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mitigated, and growth is constrained. In an environment where perfection is rewarded, conventionality emerges as a safe bet for staying out of the boss’ cross hairs. In a work place that prioritizes perfectionism, members are expected to conform to rules and make a good impression, and the byproduct of this is that creativity and risk-taking are thwarted and innovation becomes impossible. Resistance to change becomes a blocker to progress and compla- cency sets in. While certain roles demand perfection or someone could suffer tragic consequences, perfection as a culture limits and constrains what is possible for the organization and the people in it.


5


Keeping the Peace and Getting Along. Everyone who is anyone in business understands the need for team- work and collaboration. However, cre- ating a work culture where everyone has to be liked and get along, with little to no emphasis on performance or results, most often leads to over-the-top consensus building, perceived favoritism, a loss of


focus and ambition, inconsistent account- ability and a destructive fear of conflict. In a work culture where needing approval is a core component of how the organization works, team members are expected to agree with, gain the approval of and be liked by others. Disagreements are frowned upon and people are encour- aged to go along with the crowd – even when the crowd is prepared to drive off a cliff. When team members fear even con- structive conflict, they are incapable of engaging in debates or openly voicing opin- ions. The team avoids speaking up against bad decisions thus leading to inferior orga- nizational results. It’s imperative to understand that “keeping the peace” work cultures can be an insidious thief of organizational and talent optimization. It has the potential to rob the organization and its people experi- encing the highest levels of role fulfillment and role satisfaction. When people and the system they operate in does not actively engage in productive ways of constructive conflict, speaking their truth, giving new


ideas, and sharing insights of what is not working, they can never really get to real engagement in the workplace.


These double-edged sword philosophies can sweep the rug out from under your company’s overall mission and set you drastically off track. Shaping constructive culture is about intentionally causing the kind of corporate culture that exemplifies your brand promise. This takes a solid intention as a human system of people operating as a living organism. It is all about monitoring what you are creating and making necessary shifts along the way to ensure you are accomplishing what you set out to in the first place.


Magi Graziano, CEO of KeenAlignment, is a speaker, employee recruitment and engagement expert, and author of The Wealth of Talent. With 20 years’


experience in recruitment, she provides clients with actionable, practical ideas to maximize their effectiveness and ability to create high- performing teams. For more information, visit www.KeenAlignment.com.


Automotive Recycling


March-April 2019 // 27


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