The phrase “Achilles’ heel” comes from the Greek myth of the hero Achilles and his single point of physical vulnerability. As the story goes, when Achilles was an infant, his mother, the sea-nymph Thetis, dipped him into the magical River Styx to make him completely invulnerable. Because she held him by his heel, the water never touched that part of his body. Achilles grew up to be a legendary warrior in the Trojan War, but he was eventually killed when a poisoned arrow struck his unprotected heel.
This dramatic turn in the epic has since come to be used as a term for a fatal weakness, vulnerable spot, or flaw in an otherwise strong person, system, or organization. It describes a vulnerability that can lead to failure or defeat, no matter how capable or powerful the subject is overall. For example, a company with ironclad digital security might have poor employee training, making phishing scams a weak spot – its Achilles’ heel.
Assumption is an organizational weak spot.
How so? Because how will we really know the culture we are striving to adopt is happening? When we consider cultural absorption and adoption, unless we truly know, culture can be a guessing game. Ben Horowitz, American businessman and author said, “Culture is how we behave when no one is looking.” This is interesting because I have found that a true test of whether the mission, initiative, systems, values and so on are cemented is how the culture lives out in our teams with what they do when we’re not around or no one is watching.
Therefore, what if the targeted behavioral expectations are not really being delivered – or incorrect versions of them are being delivered? Because if they are not, the reality is, there is still a culture being manifested. Culture is still the byproduct of executed behaviors… they just happen to be the wrong ones, or they’re individually interpreted ones that don’t line up with the intended purpose.
Where do we find the weak spot? 
Let’s take another look at the digital security example noted above and go deeper with training. At the close of any training , we can assume our teams know and understand their targeted behaviors and expectations, and we can assume that they are actually doing them. Just because someone attended a virtual session or training meeting doesn’t mean they understand. And just because we saw they did them once does not guarantee they are doing them as cemented habits – even and especially when we are not around.
To be fair, sometimes we don’t understand, and sometimes we default to our own version of how to behave. Whether it is a lack of understanding or comfort zone decision making, we can be out of alignment. We can assume, whether it is reasonable or not, that everything is working precisely as we assigned. In other words, hope can become our strategy.
We will always get a culture based on what we permit and promote.
Culture is more than words; it’s result of action. Moreover, what is essential is for us to translate abstract ideals into clearly defined behavioral choices that we deliver to every team member regarding every customer and in every opportunity. Specifically, translating abstract core values into concrete actions requires turning each word into a specific, observable, and measurable daily behavior.
Take “Integrity”. We all know the classic definition – “doing the right thing even when no one is watching.” Being honest, telling the truth, following through with your commitments and promises, especially when it’s difficult or uncomfortable. Where characteristics like sincerity, respect, fairness, and moral compass come to mind.
Now, do this same deep dive with any and all aspects of your desired concept. Whether it is vision, mission, guiding principles, or core values, break them down into specific behaviors and characteristics to be applied in whatever sphere of influence being targeted.
Does the culture create and define our core values, or do our core values create and define the culture?
Sounds a lot like the proverbial “chicken or egg conundrum”. Google AI says, Culture and Core Values operate in a continuous, bidirectional loop, though values typically act as the foundational compass that shapes culture, while an established culture reinforces and passes down those values. In other words, we can’t have one without the other.
My take: it’s all just a bunch of words. My advice: focus on living out the behaviors and let the results and outcomes speak for themselves. I once read, “Determine what behaviors and beliefs you value as a company, and have everyone live true to them. These behaviors and beliefs should be so essential to your core that you don’t even think of it as culture.” Belief drives behavior, and behaviors reinforce beliefs.
Your assignment is not Mission Impossible.
The call to action is that assumption cannot be normalized if we want a consistent, meaningful, and productive culture. We must confirm understanding and follow through.
Be totally immersed in your expectations by identifying specific behavior to be executed. Do it consistently each moment with every person. So much so you stop noticing because, at some point in the natural progression of doing it repeatedly, it becomes second nature. Make it clear, make it simple, and do it consistently.
Also, if you’ve been given an expectation and you’re not 100%, ask questions and seek clarity and understanding. If you’re the one giving the expectations, ask questions and ensure clarity and understanding. And then, both need to meet back up in follow-up and follow through. Make checking in, observation, measurement, and coaching behavior a normal part of the culture you want to achieve.
Assumption is not a dead-end, it’s a pause. It’s an opportunity to assess understanding and follow through, which then affords us the chance to praise or redirect. Remember, absorption and adoption are what you are looking for when creating and maintaining a culture – not assumption and the cycle of “maybe, sort of, and hopefully.”
#RussellCellular #LeadershipDevelopment #WorkplaceCulture #CoreValues #Accountability
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