What comes to your mind when you hear the words workplace culture? Do you imagine foosball tables and beanbag chairs in the breakroom? Do you think of the movie “Office Space”? How would you describe that culture?!! If you’ve seen the movie, you know where I’m going with this. 

Webster’s Dictionary defines culture with relation to business as this: “the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.” The transitive verb of culture is “cultivate”, which by definition is “to grow.” So far, we’ve established what workplace culture is and what it’s for. It makes sense that defining your workplace culture is an important step if you want your business to grow and thrive. Why then does culture, in so many organizations, seem to be something so fragile?

There may be a beautifully written mission statement and set of core values in frames mounted on the walls of the company. There may also be some pages in the employee handbook where they’re featured as well, but how do you ensure that your culture is real and stays relevant? Or, is it just something hanging on the wall, in a book and basically lip service?

The first place to look is at the top of the organization. Most of the time people think culture is HR’s responsibility. HR does have a hand in helping with culture, but we certainly don’t come up with it on our own. We may work with senior leadership and/or company owners to help them develop it, but in order for it to thrive or even stay alive, it has to be promoted and demonstrated from the top down.

The most important aspect of a thriving culture is whether or not the senior leadership team sets the example. Nothing will spoil a culture faster than the top leaders straying from it. If they can’t live up to the standards set, how can anyone else? The worst is when they tolerate rogue behavior from someone within the management ranks and turn a blind eye to it. They may rationalize the behavior, justifying it all due to a certain business agenda regardless of how damaging it is to morale. The result is a workforce that no longer trusts or believes in their leadership. When that trust is gone, the culture is no longer viable. Some might say the culture becomes toxic, but by definition, the culture established earlier, no longer exists.

So how do you develop or maybe recalibrate culture? Build the foundation first and start with integrity and ethics. Your culture is part of your brand for both consumers and as an employer. They impact each other and your bottom line. Within your culture you can set the expectation for integrity and ethical behavior. If you build this solid foundation, it can sustain your relationships with employees and customers during both good times and bad.

Another element of company culture is purpose. Having a purpose and being able to find that, as well as meaning in where you work and what you do, are important factors for a lot of people. They base their employment choices and buying decisions on it. Now more than ever, that information is front and center in advertising and on websites. You can find purpose. Are you manufacturing widgets? How do your widgets make the world a better place? Maybe that’s hard to define, so if that’s the case, what causes are important to the widget makers? How can you better the world by supporting those causes? Clarify how your organization does this and let the world know about it. 

Involve your employees in the development of your culture. Developing and maintaining a great employee culture is an ongoing process. It takes dedication and time devoted to monitoring it and adapting it to business and employee needs. For example, if you want to issue more rewards to employees, it’s good to spend some time investigating what’s important  or meaningful to them. Otherwise, you’re not spending your money wisely.  Engage them in the process – invite them to sit on a committee, send out a survey, use employee focus groups – they usually are glad to help with a project like this. People like to be seen and heard – ask them what they want, what they need. 

Pay attention to your environment both internally and externally. Internally, hold everyone accountable to upholding the culture. Make it a part of their overall performance evaluations. Externally, keep your eyes on your competitors to see what they’re doing. How do you compare? You might see something you want to incorporate into your own culture or you may see things you’re doing much better. See what’s out there and make sure that you’re competitive.

Employee rewards and recognition are important factors of a company’s culture. Just as important are opportunities to learn and grow. Part of that learning and growing is creating a safe place for people to do that where mistakes aren’t the end of the world. Yes, parameters need to be in place, an approval process, review before launch, etc., but nothing will squelch innovation and creativity than reprimanding people for it. Your most passionate employees are likely the ones that will come to you with those out of the box ideas. They are also the ones that will be the first to leave if this is not a true aspect of your company culture.

Your culture really is everything and in the absence of it, you can survive for a while, but there is no long-term sustainability, especially in a good economy with many options for consumers and workers. Your culture can help you cultivate an engaged workforce that is creative and productive - which equates to satisfied customers who keep buying from you. Your culture can be what woos sought-after talent to your organization over other organizations. It matters, and it won’t just happen. You have to put some time and thought into it. Your culture should definitely be part of your overall strategy. It drives the way you do business, how you’re seen in the community and how badly people want to be a part of your organization.  Give it life, make sure it’s real. 

J