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’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’s possible that organization has what Joseph C. Hermanowicz calls a <strong>culture of mediocrity. </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’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 “Make this place as mediocre as possible”. To somewhat misappropriate the proverb, the road to hell is paved with good intentions.</p>
<p>In this article, I borrow Hermanowicz’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>
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