Photo Credit: Forbes
“The culture you create or the culture you destroy will determine the success of your business.” – Mark C. Crowley
As much as we might like, we can’t equate smiling and greeting folks we pass in the hallway with real community. Worse, just making a beeline to the elevator, conference room, or office with a studied, problem-solving look on your face does not instill confidence or credibility to those colleagues in the wake of your path to organizational excellence.
I’m not sure how well any of us do at creating a community of going deep or giving those around us a sense of belonging. What could help is periodically wrestling with our presumptions about work culture and employee engagement (I write about this often in this blog’s Monday Morning Moment. if you’re interested, just search here). Then make the changes that would grow such a work culture.
Going deep with employees and helping them have a strong sense of belonging are too rarely on the agenda of executive leadership. I don’t understand how that is, really, given all that’s written about it in the leadership press and all we learn from the companies experiencing growth/success. It seems a wee bit short-sighted.
Here’s the heart of it: Employees know whether they are valued and whether their organization is invested in them. Occasional fun days and gift cards to Starbucks offer a bump in the workplace routine, but the outcome will have little impact on overall employee satisfaction, performance, customer service or product excellence.
A culture where executive management, department heads, and team leaders go deep with their employees is possible, once the blinders are removed . What does that mean? It means dealing first with our presumptions and marshalling our efforts away from crazy and toward a culture of transparency and inclusiveness. It may entail perks and benefits, but more than that, such a culture thrives when personnel are proud to belong to such an organization, and their leaders know their people and strive to develop and honor them.Photo Credit: Fast Company
If, as a leader or manager, you have known success in mentoring a few, a small tribe of cohorts, then you can enlarge that to an organization-wide campaign that resets values and encourages and equips employees at all levels.
It’s worth the short-term cost to you for the long-term benefit of the organization and the individuals that make up your work community.
Andrea Huspeni writes: “How leaders choose to implement culture is everything. Some may think having the occasional happy hour, yoga session or trivia night will cut it, and while these perks help, culture runs much deeper than that. It needs to ignite inspiration, motivate teams to outperform the competition and allow employers to grow and produce results for the business. A successful high-performance culture has much more to do with the not-so-exciting tactics like transparency, support and communication than with a Ping-Pong tournament.” – Entrepreneur
Photo Credit: Slideshare
Please don’t miss the links below. Also, writing this, I thought of how these concepts apply to organizations other than businesses – including churches and other non-profits. What a difference you can make if you leave off judging the health of an organization by assessing how those closest to you are doing…and take on the whole health of your organization. There’s a lot at stake and it’s worth the effort of checking out your presumptions…learned this the hard way.