Most leaders are aware of the importance of culture to their organizations, but very few spend much, if any, of their time thinking about the subject. We see companies that start with positive cultures run surprisingly quickly into issues. Start-ups are often in that situation and provide an invaluable lesson on how your organization's culture can become out of sync with its own success.

Start-up technology companies typically take pride in having a fun culture as a way to attract young talent and keep up with the Googles. The ping pong table, bean bag chairs, no dress code, free pizzas and spontaneous parties create a fun environment for the individuals that come together to launch the new venture. A dream come true. A little bit of the freedom of college days carried over to the work place; breaking the rules and the shackles of conformity. These are the "Good Days."

As new individuals join, however, they bring a different view of what fun is. Fun is subjective after all, and individuals at different stages in their lives have different priorities. Throwing Frisbees across the office is a lot of fun for energetic young males but not so much for the 50-year old professional brought in for his much needed corporate experience, or for the young mother focused on getting her work done by 5 so she can get home to her child.

When asked what makes for an enjoyable and fun workplace, most people mention doing something they enjoy, having a sense of purpose, seeing results from their work, being fulfilled by their learning and accomplishments. They also place importance on working well with others, building meaningful relationships, and feeling safe and confident about the future. Not surprisingly the more successful organizations are those that predominantly meet these very conditions of employee satisfaction.

In young companies though, the unchallenged assumption is often that the company's success is a direct result of its "fun" maverick culture. Fun, however, is of little help when growth pains develop. As the company expands beyond the critical mark of 30-60 employees, cracks begin to appear in the happy picture. People may leave. Execution may falter. Something is up. An employee survey can deliver shocking results: the "great" culture is, in fact, not so great to most of the folks.

Why? Because many in the organization do not experience the freedom and the sense of fulfillment that inspired the company in its early days. Instead they experience more coercion than freedom. They have to conform to behaviors that they do not respect; they cannot be themselves for fear of being labeled as "outsiders." The "fun" culture, which has now become a norm, is not comfortable to all, and this has a direct impact on morale.    

Instead of energized, creative, collaborative, engaged workforce, begins to develop a resentful and uncooperative one. The solution is to stop focusing on the fun factor, and to begin nurturing a culture that can keep the passion and the energy alive for all.  

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