Many organizations go through a series of “cosmetic operations.” They produce a mission statement displayed on billboards or laptop screens, a list of critical success factors such as “the customer is king,” and cultural guidelines like “decision making through buy-in” or “assume total ownership of issues—whatever the cost.”

These elements can be genuine. But sometimes they resemble cosmetic enhancements—a toupee, fake breasts, or a facelift—covering what is, underneath, a very well-used vehicle.

For example, making “buy-in” the primary method of decision-making can turn decisions into apparent commitments rather than real ones. “Total ownership” can sometimes mean that everyone ends up doing everyone else’s job.

If you are consulting with an organization that has some or all of these features—often implemented by someone reporting into HR—here are a few guidelines to help you avoid getting kicked in the ass for being an “atheist,” meaning someone who refuses to drink the company’s Kool-Aid.

First rule: do not argue with the statements themselves.
Treat them as they are—as sacred texts. Think of them as Bibles in the drawer beside a drug dealer’s bed.

Every one of these precepts has side effects.
Work on the side effects rather than challenging the precepts directly.

For example:

• Do the organization’s heroes actually follow the rules? Often they do not.

• Why does the organization claim that “the customer is king” while routinely mistreating customers?

Focus quietly on the underlying drivers of these contradictions. Explore them discreetly, often at a senior level. Is the emphasis on “customer first” driven by marketing? Public relations? Internal politics?

But again: do not argue with the precepts themselves.

If you work carefully—and if you are lucky—those statements will remain on the wall while the organization begins to deal with its real issues.

This is reform and evolution, not revolution.

The slogans and decorative elements may stay in place, much like the portraits of Stalin or Mao that once hung on walls. But the actual behavior of the organization can change.

This is a short article, but it is carefully thought out. You may need to read it more than once. I welcome questions and will respond to comments.

Postscript

Suppose “Customer is King” is an official value, while in practice customers are treated like toilet paper.

Rather than attacking the slogan, take another approach.
Let the King remain King.

Instead, examine individual customer complaints like an ethnographer studying a culture.

The slogan stays on the wall.
But the investigation reveals that while the aggregate numbers look good, the individual customer experiences can be severe.

That is where the real work begins.