Culture & Crises - A personal reflection on our latest brafe Tuesday

the brafe Tuesday is a format in which we explore the complex experience of entrepreneurship through vulnerable sharing within a safe enough space.

Last month Tuesday we had a full house with a beautiful mix of active Brafers and friends of our community. We gathered to explore the topic of Culture. The official topic of the invite was: Culture & Crises, how much can we afford in good and in bad times.

Culture lies at the core of our organizations, shaping their identity, values, and interactions. It is the invisible thread that weaves together our teams, influencing collaboration, innovation, and resilience. As entrepreneurs and founders, we tend to face a struggle, as short-term pressures often limit the space for addressing long-term and less tangible topics such as culture. With what intention do we create cultures? - A marketing move? A strong employer brand? A foundation of an operating system? And how much are willing to invest and stand in for it?

Feeling hugely involved in the topic of (organizational) culture I was curious to hear the personal experiences we made when thinking about, shaping, and actively building cultures in our own organizations. How have we contributed to cultures? How often did we feel part of them or found ourselves not fitting at all?

As we strictly stay with the idea that we should only share from our very own experiences, here are the two major topics that touched my mind & heart this evening and which I still carry with me:

1. Who is creating a culture in thriving organizations?

We often hear it - culture is not a top-down imposition, but a living entity that emerges organically from the interactions and values of all its members. We as leaders play a crucial role in setting the tone and providing a vision, yet true cultural richness blossoms when every individual actively participates and contributes.

Yet, when I find myself honestly reflecting I feel that stretch of me feeling in charge of shaping the culture. With the best intention, I would find myself creating structures and dynamics that foster a better, more efficient organization based on and navigated by a set of values, again strengthened by formats and rituals that help us live up to what we think is best. And in that - did I leave enough space for others to step in? I find it honestly difficult to navigate a balance of going in the lead for the topic on the one side, and yet leaving space for a culture to emerge, one that authentically builds from the people that are actually part of it.

a question I asked myself: How can I foster an environment where culture thrives through collective contributions, ensuring each member feels valued, heard and contributing?

a question to us as leaders: How can organizations strike a balance between providing autonomy and maintaining a cohesive cultural framework that guides actions, especially during challenging times?

2. Whose culture is it?

An intriguing perspective emerges when we explore the dissonance between the communicated culture and the one experienced in everyday interactions. This disconnection poses a profound question: What happens when the culture we talk about, promote and aspire to is not the one we truly feel and experience within the organization?

Often, as members of an organization, we hear and read about the values, mission, and ideals that supposedly define our culture. It might be presented through official statements, mission statements, or even company meetings. Yet, the true essence of a culture is not solely confined to words or proclamations. It exists in the subtleties of daily interactions, the unspoken norms, and the actions of individuals.

a question I asked myself: Have I ever encountered a situation where the communicated culture seemed different from the one I experienced? How did this affect my sense of alignment with the organization?

a question to us as leaders: how can we bridge the gap between the communicated culture and the culture that is truly experienced within the organization?

From personal experience, I know the sense of belonging and shared purpose an authentic and truly lived culture is able to transmit. It ultimately connected me so much more to the organization's values, its core identity and made me care for what it generates.

Well, let us embark on this journey with curiosity and empathy, allowing the culture to evolve and adapt while staying true to its core values. With that space in our minds and organizations, we can navigate the dance of culture and crises, steering our entrepreneurial ventures toward growth and a positive impact on the world.