Culture Shaper

Whether you realise it or not, if you are a manager, supervisor, or leader of any type, you are contributing to the culture of the organisation in which you work. But have you ever thought about what you’d like that culture to be?

New starters in the workforce (apprentices, trainees, graduates) may come in with some skills but in the early days, their learning curve is steep. Once they develop expertise, they become more valuable and are often given more responsibility to match.

The leap then into becoming a manager brings the individual back to that steep learning curve again.

When you first become a manager, whether that’s through starting up a business or being promoted as an employee, you tend to find yourself in that role because you are good at what you’ve been doing. Many new managers have no idea how to manage themselves let alone other people!

This is when skills in communication, planning and problem-solving come into the fore.

Two key areas that an effective manager develops when moving from being a ‘doer’ to a ‘culture shaper’ are that of influence and that of interpretation. No longer can the manager rely on their previous expertise alone, they need to interpret that to the needs of the business, their clients, their staff and any other stakeholders.

No longer are they subject to the decisions of others — they need to be influencing others within the organisation to make the best decisions for the organisation.

That’s the how. The why is the type of company you are trying to build (or maintain). Leaders, young and old, mature and emerging, are shaping company culture, so think about what you want that to be.