Talking about behaviour within the company may seem very personal. From our school years, we are used to thinking within the range good – bad. However, it is more complicated. Certain behaviour may be a good choice in some situations, but in others, it is not appropriate. So, it makes sense to talk about appropriate or inappropriate behaviour in relation to the situation we are in and the goal we are pursuing.

Behaviour is a basic tool through which we communicate. Verbal communication is a part of it. Behaviour is the most variable feature of our personality and, at the same time, the most visible feature. Based on behaviour, we judge who a given person is and what he/she intends. In addition to our personality and situation, our behaviour reflects our intention, experience, abilities, and reaction to the behaviour of others.

As a certain culture develops in a company over time, some standards of behaviour are created within a group of people. Some behaviour is more common in given situations than others. Standards of behaviour are a part of the organizational culture, and people shape it with their behaviour.

Already since childhood, we tend to repeat patterns of behaviour that lead to success. If  screaming leads to a chocolate, the child learns to scream. If submission to a manager brings a salary increase, then we will use it. But in fact, both screaming and submission must be “done well”.  The success of a strategy associated with a particular pattern of behaviour depends on the skills we have.

If we want to strengthen a particular type of culture in an organization, then we must ensure that people are equipped with the skills needed to successfully apply the type of behaviour that supports this culture. For example, if we want to strengthen the competitive culture, people should be self-reliant and assertive; in the clannish culture, they should be more empathetic and able to work in a team.

Thus, we find the answer to the question from the title of the article. In every type of organizational culture, different soft skills are important and, if we want to strengthen a particular type of culture, we should also develop these skills in people.

Within human behaviour, we can identify 4 components. The relationship component of behaviour is oriented towards other people, mutual support and belonging. The directive component is oriented towards individuality, result achievement, respect, and recognition. The conformist component honours tradition and general expectations, relies on experience, and avoids risk. The collaborative component of behaviour is oriented towards the effectiveness of collaboration, discovery of essence, and the best use of opportunity.

Each of the 4 components is represented in each person’s behaviour to a varying extent. Specific skills are useful for each type of behaviour.

1. Relationship behaviour employs empathy, relationship establishment, communication skills
2. Directive behaviour employs assertiveness, assignment and control of tasks; presentation
3. Conformist behaviour employs structured thinking, organization, and self-control
4. Collaborative behaviour employs context thinking, emotional intelligence, and working with conflict

The list of skills, of course, is not exhaustive.

If we ask our colleagues how a certain person will behave in various typical situations, we obtain an image of the typical pattern of behaviour with a sufficient number of respondents. This is also used by Peoplix, where behavioural style is one of the areas studied. Following the measurement of team engagement and team culture, we determine the type of behaviour that we should support within the organization to be as effective as possible.