Why Work Culture Settles for Less Than Its Potential
When I talk with most foreigners working in Nepal as country directors, heads of organisations, or heads of departments, and ask them how it is working with Nepalis, they answer in a few stages.
Stage first. They tell me that Nepalis are very happy; always enjoying life.
And then I ask them – What do you mean by that?
In the next stage, they tell me that Nepalis accept the way things are.
And then I insist and ask further, and they tell me that Nepalis, even when given work which can help them make more money, don’t like to work hard. It’s like they are happy with what they have; and so they don’t want to become further prosperous.
This is not just once; this pattern of answers I have found while discussing with numerous foreign professionals working in Nepal.
First, they appreciate Nepalis for accepting their situation, for enjoying their life, for not taking further hassle; and it is understandable – how would they criticise us when they are in Nepal itself.
But when you dig deeper, they tell you the truth of what they meant – that Nepalis don’t work even when given opportunities; they only work with deadlines; they are less driven by incentives; even when vendors are hired, they are less active in submitting proposals and completing tasks. Most foreign professionals have found a lack of the factor of ‘motivation’, a lack of a ‘high-performance’ attitude in Nepalis.
One of the foreign HR professionals told me that he would want to offer more money to his Nepalis staff than what they get in countries like Malaysia or Qatar for doing easier work in their own homeland, especially in sales, but his wish is merely a wish. He explicitly quoted this term – ‘drive is missing’.
My experience aligns in the same direction.
Nepalis like to work less; perform less; and therefore, we have fewer Nepali high-performing achievers. We are slightly laid back, at least as long as we are in Nepal.
We are capable, we are resourceful but consistency of effort, and an intense drive is where we fall short.
We accept average when we are capable of excellence.
What are the ways?
Here are the ways.
1st Target-based work culture
Work must be clearly defined by targets, not just by presence. When people know what is expected, they perform with direction. Targets create clarity, and clarity drives execution.
2nd Bonus-based work culture
People respond to rewards when they are meaningful. A strong bonus system tied to performance pushes individuals to go beyond minimum effort and aim for excellence.
3rd Reward for micromanagement activity
It is significant to reward those who consistently monitor progress, ensure timelines, and focus on small details that most don’t. The culture of rewarding micromanagement encourages employees to be proactive about their work excellence.
4th Build enthusiastic vibrancy in work culture
Energy is contagious. A vibrant workplace creates momentum. When people feel excitement in work, productivity increases naturally. This can help employees work harder with passion, enthusiasm, and momentum.
5th Create accountability systems
Every task must have ownership. When responsibility is clear, excuses are reduced. Accountability builds seriousness in performance.
6th Encourage speed and pace
Speed matters. Delayed action kills opportunities. Encourage faster decision-making, quicker execution, and reduced procrastination. High performers move fast. A system that encourages speed and pace creates work force that aims at result.
7th Install physical exercise equipment or yoga approaches in offices
A healthy body supports a productive mind. Small fitness initiatives in workplaces increase energy, reduce stress, and improve focus. Performance is both mental and physical. A workspace with equipment for physical fitness encourages employees to push their fitness boundaries, inspiring them to have a growth mindset.
8th Celebrate small successes
Recognition builds momentum. When small wins are celebrated, people feel valued and motivated to achieve bigger goals. A work culture that celebrates small victories pushes employees to seek outcomes, encouraging them to be accountable and passionate about their performance.
9th Encourage outcome-based work
Focus on results, not just activity. Being busy is not the same as being productive. Outcomes define real performance. Why are government offices in Nepal criticised for low performance? They are rarely paid for results and more likely paid for attendance. Nepal’s organisational market needs to encourage outcome-based work culture which directly encourages people to perform higher for better results and outcomes.
10th Build a culture of consistency
High performance is not occasional; it is repeated behaviour. The work culture that prioritises consistency encourages completion of projects, and sustenance of effort, encouraging employees to build the attitude of hard work and high performance.
11th Invest in skill development
Performance improves when capability improves. Continuous learning must be embedded in work culture. Skilled people perform better and faster.
The Psychological Block
Why is the ‘drive’ missing? It is not a lack of talent; it is a psychological barrier. To change the culture, we must address the mindset that keeps us stuck.
The ‘Student’s Mindset’ Trap
Most of us grew up doing assignments only because we feared the teacher and their punishment. We worked to avoid punishment, not to achieve a reward, and not out of passion or interest.
What did this do to us? It turned work into a burden.
Even as adults, we carry this ‘Student’s Mindset’. We work just to avoid getting in trouble or losing our jobs. As long as avoidance of punishment is our only motivation, we will only do the average. We will work for ‘formality’ rather than for ‘impact’.
The ‘Chali Halcha Ni’ Virus
The biggest enemy of our growth is the phrase- ‘Chali halcha ni’. (It will work anyway).
This is the acceptance of the average. When we say ‘chali halcha’, we tell our brains that quality doesn’t matter. It is a psychological shortcut that kills excellence. High performers replace this with a Standard of Excellence. They don’t work hard because they have to; they work hard because their work is a signature of their character.
The Result
The collective growth of Nepal’s organisations is based on our collective work culture. Society grows collectively as we continue to inspire one another. To create this growth in Nepal’s marketplace, we need to eliminate the ‘we are happy the way we are’ mindset, especially if it is only an excuse for low performance.
Encouraging high performance, rewarding outcomes, cultivating a target-based environment, building strict organisational discipline, adding skills, and regular optimum performance encouragement, all of it combined will help us create a new standard for work ethics and high performance. We have the capability. Now, we just need the drive to sustain and amplify it.
