Culture is one of the most important drivers of success in an organisation. Simone Sullivan puts microcultures under the microscope to reveal two sides.
Leaders are often looking for the secrets to build, grow, and maintain culture. While it is arguably one of the most important keys to success and performance, we may need to consider a different lens through which to view it. That new lens is that of microcultures.
Microcultures are small, localised cultures within teams, departments, or locations that operate under the broader umbrella of an organisation’s values and mission. They can be cultivated intentionally, resulting in high-performing, tight-knit teams that can work quickly and cohesively. However, if left mismanaged, they have the potential to turn into harmful cliques, fostering silos and exclusion.
The Light Side of Microcultures
Let’s start with the positives of microcultures. Rather than a top-down ‘one size fits all’ approach to culture, microcultures focus on individual teams and groups within an organisation. Microcultures thrive when these teams establish norms and behaviours that resonate with their specific challenges, personalities, and goals while staying aligned with the organisation’s overarching mission. According to Deloitte, this slight variation between teams allows individuals to work in ways that feel authentic and empowering and encourages team members to feel a stronger sense of belonging.
How does this work in action? Of course, leaders are still responsible for identifying a broad set of values, goals, and purpose that are applicable to all. It is then up to the different teams and groups to find their microculture. For example, a customer support team might prioritise a microculture of empathy and problem-solving, while a product design team might focus on creativity and rapid iteration. Both groups reflect the company’s core values, but their day-to-day behaviours and rituals are tailored to their needs. This alignment ensures that microcultures drive results without veering off course from the organisation’s larger objectives.
Microcultures that foster open communication, shared goals, and a sense of inclusion can lead to extraordinary outcomes. These ‘communities’ build trust, increase engagement, and often lead to improved performance because team members feel valued and united.
The Dark Side of Microcultures
Microcultures sound great, but what happens when they’re taken too far?
Microcultures that become insular or exclusive can devolve into harmful cliques. These groups may exclude those who don’t ‘fit in’ and foster resentment among other teams. Instead of being a source of strength, they can erode trust and collaboration across the organisation, creating an ‘us and them’ mentality.
Understanding this distinction is critical, and this is where leaders and managers come in. They must monitor team dynamics to ensure that microcultures are inclusive and focused on shared goals.
Microcultures, when cultivated authentically, can drive engagement, innovation, and alignment. However, leaders must be prepared to foster and lead these in the right direction, towards shared organisational values, goals, and purpose. When done correctly, microcultures can unlock the full potential of teams and act as a powerful driver of collective success and performance.