Harvard Business Review article cautions organizations’ leaderships from developing an enticing family-like workplace culture. As a leadership development trainer, the author, Joshua A. Luna, finds this is one of the biggest organizational mistakes among managers and high-performing teams.
Family workplace culture, though it seems to add a sense of belonging, can harm employees as personal and professional lines begin to blur. Also, an exaggerated sense of loyalty can become harmful. Another problem arises when it comes down to letting someone go.
The author suggests alternatives to the family-like organizational culture – like thinking of the organization as a sports team, to retain a culture of empathy, collectiveness, and shared values and goals.
