The Two Questions That Define Every Culture

In exploring organizational cultures, two simple yet revealing questions cut to the heart of the matter:

How do those with power treat those without?

And how do people with power act among their peers?

These questions offer a clear window into the dynamics of power and status, transcending environments from corporations to community groups. As far as culture goes, these two questions tell us all we need to know.

For the purposes of relatability, I’ll share some examples that are work-related, but again, these examples have easy analogs across organizational contexts.

How do people who have power treat those without it?

These aren’t the only archetypes, but how do people at your company who have power act toward those that don’t?

In some companies, people with power exploit and take advantage of those without power. They ask them to work long hours, without being in the trenches themselves. They aren't clear about what they want or the direction to go; they just tell the people that work for them their outputs are not good enough and don’t add anything constructive. They might play favorites, hire and fire people on a whim, and insist that those around them affirm their egos, rather than being honest about what they think. In these cases, people with power infantilize those without power, and then berate them.

In other companies, the dynamic is different. Instead of treating those without power as less than, the powerful treat those without power as greater than or equal to. Those with power take increased responsibility and hold a high standard, but for themselves first. They coach and develop and make it their business to help those who are struggling or less powerful to succeed. They create spaces where everyone can contribute their efforts and expertise - and commit to the right thing for others, rather than squashing ideas which threaten their power. In these sorts of companies, the powerful use their power to build up others and the team’s goals, rather than themselves. The powerful listen - to colleagues, customers, and communities. This is quite different from the example above, right?

Finally, in some companies, the dynamic between the powerful and the powerless is not that of greater than, or less than, but of apathy. There is no dynamic between the powerful and the powerless, because they never interact. The powerful leadership class stays away in their penthouse offices, without ever making an effort to engage with rank and file people. There’s not any malintent between the powerful and the powerless; there’s just no relationship between them.

I’ve tried hard not to make any pejorative comments about which dynamic between powerful and powerless is best - though I, and I suspect most, would hope to work in a company like the second example. The point, though, is to illustrate the power of the question - if you can honestly observe how those with power in an organization treat those without power in an organization, it tells you a lot.

How do people who have power treat their peers?

These aren’t the only archetypes, but how do people at your company who have power treat other people who also have power?

In some companies, people with power team up to enrich themselves. It’s the dynamic of “you scratch my back, I’ll scratch yours.” They make each other look good and help each other angle for positions of increasing power and influence. If you’re in the club, you get help; if you’re not one of the club members - you’re on the outside without an ability to grow your contribution or your compensation. In these sorts of companies, the powerful protect each other, even if it’s at the cost of accountability for performance, integrity, or the best interest of the company or customer. In some companies, there’s a sort of corporate plutocracy that emerges.

In other companies, people with power combine their forces to raise the bar. They push each other to be better and help each other to be better. They put egos aside and do the right thing to create win-wins for the company, its customers, and the communities they serve. In these sorts of places, people with power hold each other to an ever-increasing standard of integrity, performance, and compassion. In companies like this, it’s all about the team, and everyone with power gives more than their fair share in an effort to help the team succeed.

Finally, in some companies, the dynamic between those with power is toxic. It’s not a leadership culture of plutocracy or responsibility; it’s a leadership culture of betrayal and backstabbing. In these sorts of companies, the powerful fight with each other for everything: promotions, respect, and resources. This dynamic is one of dog-eat-dog, where it’s every person for themselves - eat or be eaten.

Again, I’ve tried not to be pejorative - I just wanted to describe the type of power cultures I’ve observed. But again, I, and I suspect most, would opt

to join a company like the one described in the second example. But like before, the question tells you a lot.

Reflection

December is the time of year where everything is winding down, making it an ideal time for reflection. It’s the time of year where we can step back and make an honest assessment of our organizations and ourselves. This holiday season, these two questions are what I’m going to be reflecting on.

To be clear, this doesn’t just apply to life at work. It’s also in my family, where I decidedly have more power and status than my children. It’s also in my community, where I’m not someone with the highest power, status, or affluence - but I’m certainly not the least either. It’s also, finally, a reflection that can be done with respect to society at large - whether at restaurants, the grocery store, or the park, how do I treat others when I am in a position of power asymmetry?

I was just talking to a friend of mine about power and its relationship to organizational culture. We easily traded stories and shared what we’ve learned. This notion of power and culture, I think, is something that we all intuitively understand because we live it every day. I suspect that if you are still reading this post, you were remembering teams and organizations you’ve been part of; it’s hard not to.

How we treat others - especially when we are in a position of relative power - is a choice. We have a choice in how we act. We have a choice in the type of culture we create. But to do that, we have to honestly reflect on our own behaviors and honestly observe the prevailing behaviors within the organizations we are part of. How we make this choice starts with being honest about how we’re acting today.

If you’re at a loss for something to reflect on this holiday season, I hope you’ll join me in taking a step back to think about how we act when we have power - both toward the powerless and toward our peers.