Culture Matters
By: Workplace Elements
Tags: Workplace, Culture, Workplace Culture, Organizational Culture

Organizational culture is a curious thing. Though discussed at all levels of an organization and revered in corporate literature, it is nonetheless hard to explain. Furthermore, in challenging times it always seems to be others who are causing ‘our’ culture to change for the worse. We know it’s important, and we don’t want it to change once we have it, and like so many other things, money can’t buy it.

Culture is spoken about reverentially as though it’s a thing or state of mind — the Holy Grail if you will — in organizational quests for enlightenment and actualization. But as those intrepid knights discovered the Grail can be but a beacon. In the end, they came to the hard realization that it was a silly quest anyway.

Or was it?

The hard work of building and maintaining strong organizational culture is done every day by team members and through its leaders. It can’t be dictated, or ordained. Of course, it’s ideally supported by stated company values and mission statements, but those, if not truly embraced, actively lived, and nurtured daily, are but words on paper or highlighted on websites.

I have been part of organizations that took the time to craft well-written, lofty value statements of aspirational intent — none of which were ever enacted. In truth, harsh demands on employee’s time was the norm, and so-called ethical treatment of customers and vendor ‘partnerships’ were anything but. This disparity has the effect of creating a culture that is skin deep: employees can quote company values and phrase drop. but in the end, they don’t believe or truly live the values that ultimately affect culture. This discrepancy is not lost on the wider employee base or especially customers. While hypocrisy may not be one of the seven deadly sins, it can be deadly when it comes to company culture.

So, what exactly is organizational culture? For starters, Is it a noun or a verb — a thing or an action? According to SHRM,

“An organization’s culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders which are then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors and understanding.”

In other words, culture is a shared set of beliefs and values that affect our behavior.

The key here is behavior. Most organizations are not monolithic with all employees sharing the same belief system and holistic values. Diversity is clearly recognized as an organizational asset. That said, diversity may well come with radically different life experiences, divergent beliefs, and sometimes even value differences. Again, such variety is to be fostered and celebrated.

Therefore, it really is our behaviors and actions that ultimately drive company culture. Logically then, our people make it happen. The commonly held belief is that leadership drives company culture, but I think that is only part of the story. Yes, leadership creates corporate mission statements and formally defines core values (both of which are very important), but it is really up to the organization as a whole to demonstrate what that looks like day to day.

It really isn’t overly complicated. How we treat and interact with each other, as friends, coworkers, managers, and subordinates really is the foundation a strong company culture is built upon. First and foremost, all must live and demonstrate the behaviors that define your culture. “Do unto others as you have them do unto you.” Yes, the much quoted Golden Rule. The rule reminds us we are peers to others who deserve comparable consideration. It suggests a general orientation toward others, an outlook for guiding our relations with them. To put a finer point on this approach, Dave Kerpen in his book The Art of People provides us rule followers yet another option with his Platinum Rule: “Do unto others as they would want done to them”. This approach ensures you are actually doing what the other person wants done and assure yourself of a better outcome.

From a leadership perspective, ask yourself these questions: Are you transparent and honest about changes and decisions you are making? Are all employees treated with the utmost respect, regardless of their title? Does everyone have unfettered access to leadership? And one of my own personal goals, are you always 100% present in every situation or discussion we are engaged in to make people truly feel they are singularly important at that moment? And going full circle, are these not the very traits we have always expected from leadership?

If you want your company culture to be about teamwork and helping each other, don’t wait for someone to offer to help you — engage and dive into someone else’s project or effort. Give of yourself and your time to take on a little extra to assist a coworker facing multiple priorities. If you want others to care about the greater good, then you need to be selfless and give of yourself, regardless of your position.

As Morgan Freeman (God) explained to Jim Carrey in Bruce Almighty; “You want to see a miracle, son? Be the Miracle.” Do you want your culture to improve? Start demonstrating what that looks like for all to see. Not in a showy, look-at-me sort of approach but through your own actions of humility and service to each other. You will not walk that path alone; others will surely follow.

Culture is not a static thing; it’s not a box to be checked as completed. Be it within the company, from each new hire to every employee separation — to beyond say, an election, local event or especially a global pandemic, I guarantee that each one will impact your culture.

So how do you hang on to your culture? Short answer, you don’t. You allow it to grow, change, and evolve. Company culture is akin to a shrubbery, if it is to flourish and grow, it must be watered, occasionally pruned, supported, and nurtured each and every day by everyone on your team.

Returning to our Grail seeking band of knights for inspiration, King Arthur and Sir Bedevere showed their own flexibility and understanding of evolving culture when one day encountering knights that say Ni, the very next day those same progress thwarting knights had rebranded themselves and became the knights that say ekky-ekky-ekky-ekky bang zoom boing. And yes, for culture that is, ahem, deeply rooted, giving a shrubbery always helps; one that looks nice and is not too expensive.

John Hubben, COO at elements