Without further ado, let's go even deeper. In the previous video, we talked about what is culture, we define what is culture, a collection of values which are implemented consistently by the majority, if not the whole population, and how those values are being implemented it is manifested through the behaviors are so low. Now we're gonna talk basically about the DNA of a culture which is the values again, values are manifested in the form of behaviors, and how can you identify organizational values, the same thing as how you identify a person's or an individual values. The first one you can identify an organizational value through interaction. If you continue to have interaction with anyone from the organizations, then you have an idea about or identify about their organizational cultures. And when I'm talking about organizational cultures, I don't only mean about the ones that are again, the one that you see in their walls, but the real values because some organization just write something so they have in their website, their vision, mission and their values.

So not just the one that they claim but their actual values. You can identify it through your interactions with them. And also, you can also identify values through thorough observations. What does it mean? For example, I've never met the late Steve Jobs. I never had a direct interaction with him.

However, he's in the media everywhere. So um, and also books written about him and also his own and everything. So he's very easy to be accessed. His words, his thoughts and everything. So you can have an idea through a thorough observation, I can have an idea about his personal values, even though I never met him. By thorough observations, you can only you can also identify one's values as well.

But when we talk about organizational culture, it's better. The best the best way is through interactions of course, and collectively, it creates the culture Now, the next question then, if let's say, integrity is a value that we claim to have in our organization, can it be violated? Can someone violate that value? And if someone did, can we still claim it as our organizational value as part of our culture? Let's say someone steal some money in the committed the fraud, financial fraud in the in the in the organization. While actually what we claim to be our value is integrity.

Can we still claim that integrity is part of our culture, organizational culture? Well, it depends. Depends on what it depends on our action, how we respond to it. If someone committed a fraud in the organization, and then we didn't do anything, or we did something very little as if it's not that important, then it means that integrity is just something that they put on the wall. It's not their actual values. It's not part of their actual culture, that if you did something about if you took action about it, then it means it's important for the organization that means it is part of the culture.

So of course, the the particular value can be violated. Hopefully it doesn't, but it is possible and it happens in many organizations. But whether we can still claim it as part of our culture or not, it depends on what we did, how we respond to that violation. So just to give a brief ideas about organizational values, the DNA of our culture before we Thought further about how to formulate how to design and formulate your organizational culture. I'm going to give you some formula later on how to do to design it. But I just want to say one last thing, most of the times the values of a particular organization is very much related with the personal values of the founder or the co founders of the organization.

Just take a look at any organizations, whether they claim it, whether they have it, whether they have it as their formal culture or not. But their actual culture is very much related, or intersect with the personal values of their founder or co founders. But here's the thing. I have one of my clients here, that it's a company that's already Over 30 years old, and in the first five years, and by the way over now it's 35 years old actually, and the CEO of the company is actually the co founder. So, he has been the CEO since the very beginning, the inception of this of this company, the founding of this company, has been the CEO the whole time, a very great guy, very great person. And in the first five years, the culture was flourishing even though they they never had like a formal culture, but like I said, whether you design it or not a culture will exist anyway.

So, basically, the culture of the company is the cult the characteristic of that co founder, the CEO, and it was being transferred his personal value was transferred through what through interactions with his employees, so his employees understood his characteristics. His values, and it was transferred to every employee in the company. So even though they didn't design it yet, the culture was pretty much stable. However, as the company grew bigger and bigger and bigger now as hundreds of people's and about 500 people now, and they have branches in many cities across the country, the CEO cannot have the same level of interaction, the same intensity and frequency of interaction with every employees. So those employees who came later in the company didn't have the, the privilege or the say to, to interact that much with the CEO so that values were not transfer as, as great as the beginning of the company, the first few years of the company.

And then a gap start to emerge. There's a gap in the country. Because it's never, not only the it's never been formally designed, that it's also it's never been systemized and how can you systemize a culture if you never designed it in the first place. So that's why it's very crucial because even though culture will exist anyway, it's very important to design it and later after you design it, then you systemize it. So that's what we're going to talk about. In the next videos.

We're going to talk first about how to design and formulate the DNA of your organizational culture, your organizational values. I'll see you in the next video.