Organizational culture is a lot like the weather, and then not. Weather and culture have distinct characteristics, unanticipated variations, destructive tendencies, and refreshing respites. They are understandable with extended exposure, but never a sure thing. Sometimes we get so caught up in organizational strategies, systems, and structures that we forget the crucial way in which culture is not like the weather. No matter how much we learn, no matter how many meteorological tools and techniques we have at our disposal, we cannot influence weather. However, no matter how little we know or how limited our resources, we can influence organizational culture.

Because influencing culture is so important for increasing productivity, market position, and the bottom line, it has become the subject of much research and debate. Many leaders turn to the latest theories, techniques, and technologies in the quest for the competitive edge – the “right culture.” But, in reality, successful cultures depend on inspired individuals who, through their learning and leadership abilities, motivate and influence others. Some may think this is an idealistic view; instead, it is a heavy burden, because to change culture, each of us must face, improve, and capitalize on our strengths and limitations.

It is the premise that the individual is the primary cultural catalyst which immediately separates this text from so many, and I know it may be viewed with skepticism.