Bet-your-company culture.

In general, managers who work in a bet-your-company culture assume that if every small component of a project is well documented and thoroughly tested, the large project on which so much depends will succeed. That belief justifies preparing and expecting others to prepare well-supported arguments, no matter how small. Giving evidence of one’s calculations, photocopies of sources, or appendices listing the articles you used in preparing a recommendation will generally not be amiss. You will be perceived as reliable, thorough, and trustworthy.

Second, mine files or management of change systems to explore how things are usually done. Following accepted patterns will convince others that you fit in, work as others work, and understand the system. See how others document their work or prepare information for others on the project. Follow the routine system of headings for routine communication. People will reward you for doing what is expected.

Use methods of communication and genres that your readers trust, or bring up problems with the method discretely to your manager. You might say, “I noticed that this is the way we’ve usually prepared this kind of report (showing your version A), but I wondered whether you might find this version more useful because it puts X in a more visible position, and it might be more convincing to have it there. Which one do you prefer?” Don’t be surprised if A is chosen, even if the reader likes B. The conventions of a large, familiar system can be hard to change. Always argue on the basis of serving the purpose more effectively rather than on the basis of a flaw in the existing system.

Submit issues or questions to be put on the agenda well in advance so that the possibility can be discussed before the meeting occurs.

Argue in favor of your own points by linking them to values the organization endorses in its “values statement,” “quality control statements,” “vision for the new century,” and so on.

Work hard/play hard culture.

Since this culture fosters MANY transactions with short-term time horizons, expect many routine communications, time-saving modes such as e-mail and instant messaging, and pre-established forms (many of them on-line). Write short requests and proposals backed up with the essential information, not reams of data or analysis. Use “bottom-line” principles: put the main point early and the action request early. Unless the request is totally unorthodox and must be argued for in detail, use one-page memos and short e-mails. Expect short sentences in return: “I approve.” “Not really.” “Review at Sat. meeting.” Lots of your colleagues may be using Blackberries, and thumbing a long message is tiresome. Some symbols may replace words, too.

Replying promptly will earn favor. Check your e-mail often, and do it as soon as you hit the office (and perhaps after you return home as well). Not reading your messages will probably ruin your reputation or at least dent it. Responding promptly will be taken as evidence of your commitment to the group.

Expressions of commitment, eagerness to work, and dedication to customer or client services will probably be appreciated. Slang expressions, however, are not good because these will necessarily remain in the file for seven years or so (legal requirements), and later on the slang will look dated and out of touch. Long appendices and reports will not be appreciated.

Macho or tough-guy culture.

If you join a company in this group, such as a start-up entrepreneurial firm or an entertainment or public relations firm that engages in big deals, you will probably not be one of the big players at the beginning. You’ll probably be in the background preparing the support documents for projects, but if you are involved in the press conferences, negotiation meetings, or proposals for clients, remember that high levels of enthusiasm are expected in combination with concern for exact follow-through. Being on time or ahead of the “needed by” date with easy-to-use cover sheets that call attention to the key points or purposes of the attached documents will win credit/approval. Don’t overload people who have large responsibilities with lots of e-mails or requests, and be attentive to their needs as deals or projects progress.

Process or bureaucratic culture.

Find out what forms are used for which purposes. Sending even crucial information on the wrong form may cause it to be overlooked or ignored by those who see the communication as “not meant for them.” On-line forms and elaborate/standardized systems of documentation are characteristic of this culture. In a bureaucratic culture (think libraries, insurance companies, banks, and universities), it is sometimes more important to follow the right procedure than to have the right information or the right answer.

Make your paragraphs and answers easy to read, nonetheless. Bureaucratic institutions may be understaffed, and even though their employees like tremendous amounts of documentation, they are usually short of time and object to being overworked with long explanations. Adding a post-it note that says you followed all the steps in the policy manual, or adding a note to answer q question or support the quality of your information will probably win you a nod of appreciation.