In the early days of our company, we hired people who perfectly matched the job profile based on their resumes. What we paid less attention to back then was: does the person fit into the team at all? Not just in terms of their skills, but much more as a person. How do they function in the team and how does the team function with them? By separating culture and structure, we were able to significantly improve the performance of our teams.
The two pillars of organizational structure
On one side is the structure. The role that an employee plays in the company. They have clear tasks for which they need appropriate skills, which they either already possess or need to develop. In addition, there are KPIs that the employee has to meet within a certain period of time. We are on the factual level. Numbers, data, facts. Things that are objectively measurable. In contrast, there is the relationship level, the cultural part. How does the employee feel? How do they see things? How do they get along with colleagues and superiors? Do personal matters possibly affect their work routine? In many cases, this part is even more important than the structural part. Skills can be learned. However, openness and empathy must be inherent in a person. They cannot learn them.
The separation of structure and culture
An example from an employee conversation: "Why have your numbers declined in the last quarter?" Employee: "That's because I'm being bullied in the team." I then ask: "What are we talking about? Structure or culture?" You should never solve structural problems with cultural questions or vice versa. If it's about KPIs, then talk about KPIs. What does the employee need structurally to meet their targets? If the employee is not comfortable or has issues with colleagues, then discuss that separately. Have lunch or go for a beer with an employee. But never mix these two areas.
What the separation of culture and structure achieves
Not everyone in the team needs to be best friends. You don't have to get along equally well with all people. But you should establish a culture where colleagues and superiors clearly address issues and solve them through dialogue. Frictions may arise. Often, they are even beneficial for collaboration. If colleagues don't talk to each other, never tell each other what bothers them, then problems arise. These problems can only be solved if actively addressed. And since we have been doing that, we have not only noticeably but also measurably more success.
