August 09, 2022 | Read Online

The Problem With Mandating Culture

We can’t legislate and mandate culture — it is to be cultivated and molded over time, ideally with self-disciplined team members who reject any behavior that interferes with success.

They’re one of the most prominent sports teams in the world, a collection of marquee names, seemingly limitless resources, and an iconic sponsor competing in one of Europe’s top cities.

But in recent years, Paris Saint-Germain has made more headlines for underachieving and off-the-field shenanigans than it has for tournament trophies or impressive goals.

Recently, PSG officials told their team members that this season will be different. Players are reportedly banned from nights out, must eat breakfast and lunch together, and no phones will be allowed at team meals. Additionally, nightclub owners across Paris have reportedly been told to notify PSG brass if players are spotted at their establishments.

So, can these strategies work? Can a leader instill a culture of strict discipline and regimen upon a group that it doesn’t come naturally to?

The problem with PSG’s policies is that many of the players have been on the roster for years, and abrupt rule overhauls and stringent requirements are as likely to lead to rebellion as they are to compliance — particularly if the team doesn’t see early gains for its sacrifices.

In essence, we can’t legislate and mandate culture — it is to be cultivated and molded over time, ideally with self-disciplined team members. The truly elite ones reject behavior from their peers that interferes with success.

If we have to put in unprecedented rules and expectations to keep our team members in line, they likely shouldn’t be with us in the first place, and they're not likely to take well to being hit over the head with pages and pages of policy.

There is certainly a place in leadership for more stringent rules. But standards must be made abundantly clear before any undesired behavior takes place, not used as a stopgap solution months or years later.

It's an important lesson. Regardless of whether we’re CEOs, sales executives or high school coaches, assembling a team is not just about collecting big names or finding positional fits. It also entails assessing:

1. Character: What are this person’s morals and values?
2. Cultural fit: How well will this person mesh with current team members?
3. Risk: Will this person fit into the broader picture of what we’re building?
4. Trust: Will this person be dependable?

These questions aren't a magic formula to team construction — as there will always be hidden information when we consider adding a new piece.

But before we extend the offer welcoming someone aboard, we need to consider far more than just skillset, because once that bottle is popped, there's no sending it back.

And the bill can be unaffordable.