I don't even think it's that the monkey gets sprayed every time. A certain amount of people are either apathetic or really don't have the capacity to think outside the box. I was just having a similar discussion with my husband last night. A vast majority do not see the simplified way to do things.
Indeed this is something I have come across. I prefer to understand the reasons why the “old” process is being used and discuss the implementation of new ways of doing things and the reasons why. Hopefully to move forward to better outcomes for all.
I ask this - how can you recognise this culture before you accept a job? It’s hard to tell before you are in the door…….
Hello Hanna - so nice to hear from you and thanks for reading and commenting. Your questions is the million dollar one - sometimes you find out about the culture when it is too late; you’ve already joined the organisation… But there are clues. How do the people that interview you actively listen and genuinely engage in two-way discussion? If it’s all about telling you what they do and not listening about you, that is a red flag. Ask questions, “How do you deal with mistakes?”, “How do you continually improve?”, “Where do your best ideas come from?” AND, almost always trust your gut, it usually is the best indicator.
Great write up & observation, Ash. I think the five monkeys' story really nails the 'how did we get here' question nicely. I guess the harder question — and the one that would be interesting and may be more challenging to tackle — is what gives someone the standing and the safety to be the person who says 'stop, let's actually look at the ladder.' Because in most organisations, that's a courage and permission problem.
Can't agree more about the "courage and permission" problem Simon. It's something most of us would do well to stare into more. Thanks so much for reading and commenting.
What a great read, Ash! That meeting moment you described is so recognizable, and the five monkeys story is the perfect illustration of why it keeps happening.
What strikes us most is how much this connects to leadership reputation and the culture a leader is actively building or quietly allowing. Culture does not come from the values on the wall. It comes from what leaders do in those exact moments when someone asks "why do we still do it this way?" Do they get curious or do they shut it down? That response, repeated over time, becomes the culture.
The leaders we work with who build the strongest teams are the ones who stay genuinely open to the fresh eyes in the room. They know that a newer team member asking a simple question is not a threat to the process. It is an invitation to make things better. And they respond in a way that says "great question, let's look at that" rather than teaching people which questions are safe to ask.
Your point about conformity looking healthy from the outside is so important. Quiet, aligned teams can be the most stuck. Real psychological safety shows up in whether people keep asking, keep questioning, keep bringing ideas forward even after they have been around long enough to know the unwritten rules.
Leadership reputation is built in exactly these moments. Not in the big speeches, but in how you respond when someone points at the ladder.
I don't even think it's that the monkey gets sprayed every time. A certain amount of people are either apathetic or really don't have the capacity to think outside the box. I was just having a similar discussion with my husband last night. A vast majority do not see the simplified way to do things.
Quite true, apathy plays a strong role in any human behaviour (and monkey behaviour it seems). Thanks for taking the time to read.
Indeed this is something I have come across. I prefer to understand the reasons why the “old” process is being used and discuss the implementation of new ways of doing things and the reasons why. Hopefully to move forward to better outcomes for all.
I ask this - how can you recognise this culture before you accept a job? It’s hard to tell before you are in the door…….
Hello Hanna - so nice to hear from you and thanks for reading and commenting. Your questions is the million dollar one - sometimes you find out about the culture when it is too late; you’ve already joined the organisation… But there are clues. How do the people that interview you actively listen and genuinely engage in two-way discussion? If it’s all about telling you what they do and not listening about you, that is a red flag. Ask questions, “How do you deal with mistakes?”, “How do you continually improve?”, “Where do your best ideas come from?” AND, almost always trust your gut, it usually is the best indicator.
Great write up & observation, Ash. I think the five monkeys' story really nails the 'how did we get here' question nicely. I guess the harder question — and the one that would be interesting and may be more challenging to tackle — is what gives someone the standing and the safety to be the person who says 'stop, let's actually look at the ladder.' Because in most organisations, that's a courage and permission problem.
Can't agree more about the "courage and permission" problem Simon. It's something most of us would do well to stare into more. Thanks so much for reading and commenting.
What a great read, Ash! That meeting moment you described is so recognizable, and the five monkeys story is the perfect illustration of why it keeps happening.
What strikes us most is how much this connects to leadership reputation and the culture a leader is actively building or quietly allowing. Culture does not come from the values on the wall. It comes from what leaders do in those exact moments when someone asks "why do we still do it this way?" Do they get curious or do they shut it down? That response, repeated over time, becomes the culture.
The leaders we work with who build the strongest teams are the ones who stay genuinely open to the fresh eyes in the room. They know that a newer team member asking a simple question is not a threat to the process. It is an invitation to make things better. And they respond in a way that says "great question, let's look at that" rather than teaching people which questions are safe to ask.
Your point about conformity looking healthy from the outside is so important. Quiet, aligned teams can be the most stuck. Real psychological safety shows up in whether people keep asking, keep questioning, keep bringing ideas forward even after they have been around long enough to know the unwritten rules.
Leadership reputation is built in exactly these moments. Not in the big speeches, but in how you respond when someone points at the ladder.