Name the contribution and the person
Say what was done and who did it. A contribution nobody can trace back to a person can't make that person matter.
Here are all seven, as questions you can answer about your own team.
What gets prioritized within your team?
What characteristics do leaders model?
What actions get rewarded?
What behaviors get punished?
What behaviors get ignored, or that leaders don't do anything about?
Who or what is protected from having to meet the guidelines or the values you've written down?
What actions or behaviors get celebrated?
The rule is that you answer with evidence, not opinion. An audit you can pass by feeling good about yourself isn't an audit.
Each question has an evidence standard behind it — the documents you pull, the window you look at, what counts as an answer. That's the part we work through together.
Four map onto Schein's primary embedding mechanisms. Schein (1990), American Psychologist 45(2).
Most organizations only answer the first.
They want your work. They don't want you.
Both things are true.
Neither one is true.
You fit in — but only the average parts of you count.
Shore et al. (2011), Journal of Management 37(4).
Say what was done and who did it. A contribution nobody can trace back to a person can't make that person matter.
Work is rewarding when it's also challenging. If someone did something well, the real reward is the next thing that stretches them.
Come back and tell them what their work produced. Recognition before the outcome is encouragement. Recognition after it is proof.