The other day I was involved in an interview; it was rather interesting that before we got started, the interviewee asked, "Can you describe the company culture you have?" I have never been asked this question, so it threw me a little. I think it was hard to answer because it is something we live rather than something we do. But the interviewee said he needs to see if the company is the right fit for him. I have had time to digest this, and it struck me that a few places I have left have been because the culture was not compatible with me as a person; I didn’t realise it then.
I thought I’d write about company culture and how to create/instil it in your firm.
At the heart of any company culture is a set of values. These should be visible and be at the heart of all conversations. If you don’t have a set of values, you'll need to come up with some. To encourage the employees to invest in the company, this process could be developed as a project with a vote to decide the ± five company core values. The second part of building a thriving culture is sharing the desired goal of the organisation, communicating it clearly and often.
As a result of culture being developed over time, new entrants need to be taught the culture. The induction program can significantly impact anyone joining the company, and so should be thorough. It should be led by their direct line manager to develop a good relationship from the start. If your company has a uniform, getting it personalised for them will immediately give them a sense of belonging. I feel that the CEO/division president should be involved. It shows that everyone is invested in their arrival, and the CEO/Division president can highlight the company's values and vision. From there, everyone else involved in the induction will carry this message and imbed it further.
To build a highly successful group, three elements are necessary:
Firstly, the group needs an established purpose. The company could rank its priorities in order of importance. So that all stakeholders understand what they are working towards, these need to be made visible. A shared sense of purpose will draw the team together. When the senior leaders model and encourage behaviour that supports this purpose, others will emulate it. Many high functioning teams have developed catchphrases around their set of priorities that instil these priorities in their team members.
The second element needed is safety. This can be described as a sense of belonging without the fear of retribution in the case of failure. One should tell the truth, i.e. talking about a mistake in open, honest terms while ensuring the recipient understands you care. This is indicative of servant leadership. This safety building is very similar to how families function, where a parent will reprimand when necessary while simultaneously showing unconditional love. Management wants to show that they value their staff and that failure should be seen as a learning opportunity. “FAIL” being the “First Attempt In Learning”. Successful groups are not always happy places, hard truths need to be aired, and perplexing problems must be solved together. To build this sense of belonging, it is essential to make connections in the group. Communication is key. A practical example would be to talk to the staff and introduce two members who don’t usually interact and have similar interests. They may form a connection, and a sense of safety, belonging and community will be developed.
The last element, common to successful groups, is shared vulnerability. This element will likely come after safety and belonging due to people’s reluctance to ask for help. Too often, we won’t admit we do not know, and even though this can be seen as a weakness by some, it is actually a sign of strength because it shows you are honest. It also gives others a chance to shine and creates a space for shared learning and growth. Diversity of thought and cooperation are keys to any successful team; these need to be fostered in the organisation. This does not take any power or authority away from the leaders; it likely gives them more.
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