I was interviewed the other day by a major media outlet about how businesses and companies should define their corporate culture. Sometimes corporate culture should be defined as the result of a merger or acquisition bringing two entities together to form one. Other times, corporate culture needs to be defined when an organization grows from one or a small number of people to many more, or when its sole proprietorship becomes a multi-employee company. In fact, if you run a business or work in one that has more than one employee, it is likely that there is a certain “culture”, whether formal or informal, that governs the way you conduct your business every day and involves what represents.
Defining a corporate culture is difficult, especially as you get older. Actually defining it is hard, but actually living it and getting staff to buy into it is just as hard. I’ve been at the top of various departments, divisions, and large companies that have had to do this, and the one indisputable fact I’ve found is that defining corporate culture is indeed one of the hardest things a company can do. but if you do it right, the rewards are significant. Most of you have heard case studies about Zappos and its unique culture. Others that come to mind are Netflix. Google. They are all successful businesses from different walks of life who have placed an emphasis on getting the culture right.
What are some things to consider when defining or putting into practice a corporate culture? Here are four tips:
1) train people have a say in the development and definition of new or emerging corporate culture. This responsibility does not rest solely with a few high-level executives or a business owner; in fact, a better way to engage all employees is through regular communication, one-on-one staff meetings, anonymous employee surveys, and a commitment from everyone to speak up when the culture doesn’t fit or isn’t working. The truth is, everyone should feel invested in what they want their corporate culture to be. Because? Because people come to work every day, most want to do their best and tend to do their best work in an environment that suits them. On the other hand, if your culture is well defined, known to all, and engaged by all, it is easier for staff and decision makers to identify people who simply don’t fit the culture, don’t function well in the culture, or they don’t support it.
2) don’t rush in the definition of its corporate culture. It takes time and it’s a process, especially if you pay attention to point number one above. I know of no case where a corporate culture was defined and then took shape in a matter of days. It is usually measured in months and sometimes even years. Too often, we see business leaders who are eager to create a certain type of corporate culture become frustrated when it doesn’t “take” in a couple of weeks. If you have a long-term vision for your business, it will take time for current employees to adjust to the culture and find new employees who embrace your ideals. For many, entering or adopting a new corporate culture is akin to the first day of high school, where it takes time to adjust to new people, new ways of doing things, and to figure out how or if you fit in. For the people who oversee these kinds of corporate culture evolutions, give yourself a longer clue than you might expect.
3) Pay attention to all parts. of the organization. If you’re a smaller business with only one office, don’t ignore anyone’s opinion. If you’re a larger company with multiple offices and geographies, it’s doubly important to make sure those outside of headquarters feel involved and have a voice. People who aren’t close to the “mothership” may have a tendency to feel less invested, which can hinder your overall efforts to define the culture of your entire company.
4) Finally, publish and publicize what your corporate culture is and what the business stands for. Post your mission statement and the cultures that support it on walls and bulletin boards. It sounds cheesy, or like something out of the movie “Office Space,” but it works, and the most successful organizations and businesses do, in fact, make their goals and culture well known inside and outside the company.
