Does your organization have a culture of mediocrity?

<p>Have you ever worked somewhere and noticed that things never seemed to improve, or if they did improve, it wasn&rsquo;t by much? Have you ever wanted to improve something, only to find that the organization seemed optimized to frustrate its own ambitions?</p> <p>It&rsquo;s possible that organization has what Joseph C. Hermanowicz calls a&nbsp;<strong>culture of mediocrity.&nbsp;</strong><a href="https://www.researchgate.net/publication/257623179_The_Culture_of_Mediocrity" rel="noopener ugc nofollow" target="_blank">In his 2013 paper</a>, he outlines how organizations embrace practices that perpetuate inferiority, and how traditional reward systems are subverted to marginalize high performers and reward mediocrity.</p> <p>I&rsquo;ve managed at numerous tech companies over the years. Some were high-performing, and some were not. Some had not always been that way. But every good one, and every bad one, had the same things in common: they all demanded success, they all valued quality, and they all wanted to grow and improve. No CEO ever told their employees &ldquo;Make this place as mediocre as possible&rdquo;. To somewhat misappropriate the proverb, the road to hell is paved with good intentions.</p> <p>In this article, I borrow Hermanowicz&rsquo;s ideas and blend them with my own experience and other research, describing how organizations become mediocre, how you can test for it, and how you can fix it.</p> <p><a href="https://medium.com/swlh/does-your-organization-have-a-culture-of-mediocrity-820afc54088"><strong>Visit Now</strong></a></p>