ORGANIZATIONAL CULTURE:
THE SECRET OF U2's SUCCESS
THE SECRET OF U2's SUCCESS
by Michael Lee Stallard
U2 began as a rock band that people booed and
laughed at. Now, after receiving its 22nd Grammy Award in 2005, U2 has
more than any band in history. It recently surpassed the Rolling
Stones’s record for the highest revenue grossing concert tour ever.
Critics rave over the band’s music, and fans worldwide can’t seem to get
enough of its songs and concert appearances. All the signs indicate
that U2 is at the top of its game and will be going strong for the
foreseeable future. So how did this group rise to such lofty heights,
and what can we learn from its success?
The way U2 functions is even more extraordinary than its music. The
band’s four members — lyricist and lead singer Bono, lead guitar player
“the Edge,” bass guitar player Adam Clayton, and drummer Larry Mullen
Jr. –have known one another since they were teenagers in Dublin,
Ireland. Bono has described the band as more of an organism than an
organization, and several of its attributes contribute to this unique
culture. Members value continuous improvement to achieve their own
potential, always maintaining the view that they can become even better.
U2’s members share a vision of their mission and values. You might
expect a band’s mission to be achieving commercial success as measured
by number 1 hits and concert attendance. However, U2’s mission is to
improve the world through its music and influence. Bono has described
himself as a traveling salesman of ideas within songs, which address
themes the band members believe are important to promote, including
human rights, social justice, and matters of faith. Bono and his wife,
Ali, help the poor, particularly in Africa, through their philanthropy
and the organizations they’ve created.
U2’s members value one another as people and don’t just think of one
another as means to an end. Bono has said that although he hears
melodies in his head, he is unable to translate them into written music.
Considering himself a terrible guitar and keyboard player, he relies on
his fellow members to help him write the songs and praises them for
their talents, which are integral to U2’s success.
Bono has also had his band members’ backs during times of trial. When
Larry lost his mom in a car accident a short time after the band was
formed, Bono was there to support him. Bono, who had already lost his
mother, understood Larry’s pain. When U2 was offered its first recording
contract on the condition that it replace Larry with a more
conventional drummer, Bono told the record company executive: There’s no
deal without Larry. When the Edge went through divorce, his bandmates
were there to support him. When Adam showed up to a concert so stoned he
couldn’t perform, the others could have thrown him overboard for
letting them down. Instead, they had someone step in to cover for him,
and then went on to help Adam overcome his drug and alcohol addiction.
Bono’s bandmates have his back too. One of the most vivid examples of
this came when U2 campaigned during the 1980s for the observance of a
Martin Luther King Jr. Day in the United States. Bono received a death
threat that warned him not to sing “Pride (In the Name of Love),” a song
about the Rev. Martin Luther King Jr., at an upcoming concert. The FBI
considered it a credible threat. Bono described in an interview that as
he sang the song, he closed his eyes. When he opened his eyes again at
the end of a verse, he discovered that Adam was standing in front of him to shield him from potential harm. Years later, when U2 was
inducted into the Rock and Roll Hall of Fame, Bono thanked Adam for being willing to take a bullet for him.
Unlike many bands in which one megastar gets most of the economic
profits, U2 shares its profits equally among the four band members and
their long-time manager. This further shows the value Bono has for his
band members and manager. (We’re not saying that all organizations
should split the company’s economic profits equally; simply recognize
that when leaders take too much it works against engaging the people
they lead.)
Each member has a voice in decisions, thanks to the band’s
participatory, consensus-oriented decision-making approach. If one
person strongly opposes a particular action, the band won’t do it, which
encourages the flow of knowledge among band members, allowing the best
ideas to come to light. Their passion for excellence is also reflected
in relentless arguments over their music. Bono has stated that this
approach can be slow and frustrating at times, but the members of U2
believe it is necessary to achieve excellence.
These factors — which this book calls shared identity, empathy, and
understanding — create a culture of connection, community, and unity
among the members of U2. Bono has described the band as a tight-knit
family and community. Their commitment to support one another extends
beyond the four members of the band to a larger community that includes
their families, crew members, and collaborators — many of whom have
known each other for decades.
The secret of U2’s success is its leadership and culture. Bono
connects as a leader among equals because he communicates an inspiring
vision and lives it, he values people as individuals, and he gives them a
voice in decision making. It is this culture of vision, value, and
voice that has helped U2 achieve and sustain its superior performance.
This is a connection culture. In examining how U2 operates we see the
influence a connection culture can have on the individual, as well as
the group as a whole.
How about you?
An organization’s culture reflects the predominant ways of thinking,
behaving, and working. To appreciate the importance of culture in the
workplace, consider your own experiences. During the course of your
career, have you experienced times when you were eager to get to work in
the morning, you were so immersed in your work that the hours flew by,
and by the end of the day you didn’t want to stop working? What was it
about the job that made you feel that way?
How about the opposite? Have you experienced times when you struggled
to get to work in the morning, the hours passed ever so slowly, and by
the end of the day you were exhausted? Again, what was it about the job
that made you feel that way?
If you are like most people, you’ve experienced those extremes during
your career. I have too. As I reflected on my experiences, I realized I
hadn’t changed — the culture I was in was either energizing or draining
the life out of me. Thus I began a quest to identify the elements of
workplace cultures that help people and organizations thrive for
sustained periods of time. When the practices my team and I developed to
boost employee engagement contributed to doubling our business’s
revenues during the course of two and a half years, I knew I was on to
something. A few years later I left Wall Street to devote my full
attention to understanding employee engagement and culture so I could
help others improve the cultures they were in.
Three psychosocial cultures: Connection, control, indifference
What type of culture are you in right now? As we explore what it
takes to establish and strengthen connection cultures, it is instructive
to understand how they differ from cultures of control and cultures of
indifference.
In cultures of control, people with power, influence, and status rule
over others. This culture creates an environment where people fear to
make mistakes and take risks. It is stifling — killing innovation
because people are afraid to speak up. Employees may feel left out,
micromanaged, unsafe, hyper-criticized, or helpless.
Cultures of indifference are predominant today. In this type of
culture, people are so busy chasing money, power, and status that they
fail to invest the time necessary to develop healthy, supportive
relationships. As a result, leaders don’t see value in the relational
nature of work, and many people struggle with loneliness. Employees may
feel like a cog in a machine, unimportant, uncertain, or invisible.
Both of these cultures sabotage individual and organizational
performance. Feeling consistently unsupported, left out, or lonely takes
a toll. Without the psychological resources to cope with the normal
stress of modern organizational life, employees may turn to unhealthy
attitudes and behaviors, many of which are addictive and destructive.
A distinguishing feature of these cultures is a sole focus on task
excellence. Leaders may openly dismiss the need for relationship
excellence. Others may give it lip service and occasional attention, or
see its value without knowing how to bring it about. In order to achieve
sustainable, superior performance, every member of an organization
needs to intentionally develop both task excellence and relationship
excellence. A connection culture produces relationship excellence.
In a connection culture people care about others and care about their
work because it benefits other human beings. They invest the time to
develop healthy relationships and reach out to help others in need,
rather than being indifferent to them. This bond helps overcome the
differences that historically divided people, creating a sense of
connection, community, and unity that is inclusive and energized, and
spurs productivity and innovation.
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Miguel Angel Medina Casabella, MSM, MBA, SMHS .·.
Source: SmartBrief
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Miguel Angel Medina Casabella, MSM, MBA, SMHS .·.
Representante de The George Washington University en Foros y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center para LatAm desde 1998
CoFundador y Miembro del Consejo Directivo, GW Alumni Association, Capítulo Argentino, desde 2009
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