The importance of culture
If there’s one thing I have learned, it’s that the critical component of best performance is a leadership team that is committed to creating a culture where everyone feels like they belong and wants to turn up and do their best every day.
Cultivating the right culture for your organisation is largely determined by who you hire, what you reward and celebrate, and by the behaviour you won’t accept.
It’s all around us
Every team has a culture, whether accidental or cultivated. Even within a team, different cultures exist. It is important to understand your team’s culture; it is apparent in every action, interaction and conversation that takes place every minute of every day. That’s the ‘vibe of the place’.
If you’re unsure of the culture within your team, schedule some one-on-one time with the most recent hire and ask some fundamental questions. How do they describe their workplace to family and friends? Who do they go to for help and advice in the workplace? Who do they already know to avoid? What are the actions and behaviours that get prioritised and rewarded in the team?
“It is important to understand your team’s culture; it is apparent in every action, interaction and conversation that takes place every minute of every day.”
Great cultures make the impossible possible
I have been very fortunate to work for a broad mix of leaders who have shown the importance of fostering a great culture. A happy, healthy, connected, productive team with real purpose and direction is able to achieve record results that make the grandest visions a reality. Vulnerability is genuinely encouraged and communication is always respectful and honest. People’s quirks and differences are embraced and celebrated. There will always be drama, the occasional blow-up and long hours, but a team with a strong, positive culture focuses on the work, not the distractions.
Conversely, when a negative culture is allowed to fester it can have a dire impact on an entire company, right down to the bottom line. Attracting talent becomes impossible, there is no desire for great work and the overriding sense of fear and dread drive blame-based behaviour. Results inevitably take a dive and the work environment becomes toxic.
Solid foundations
The single most important factor in creating a great culture is to have leaders for whom people want to work for. That is, leaders who genuinely listen before acting, encourage a sense of belonging, who exemplify team values, are vulnerable and believe that their role is to nurture future leaders, and serve their team. One of the practices we instil in our ALG events is based on the All Blacks principle of ‘Sweeping The Sheds’ which translates to that there is no job beneath you. After each meal on an ALG event, we invite the leaders into the kitchen to help with washing the dishes and setting up for the next meal. It’s a simple action that sends a powerful message.
The 5 key takeaways for a great culture
Story
Helps crystallise the ‘Why’ your company exists, building deeper connection and confidence at all levels. At Authentic Leaders Group we reference the Maori concept of Whakapapa which is a powerful spiritual belief “that each of us is part of an unbroken and unbreakable chain of people who share a sacred identity and culture”. Spend time crafting your company/team ‘story’ connecting to the past whilst also focusing on what you want the ‘story’ to be going forward.
Goals
Must be clearly articulated, timely, challenging and measurable markers of success. All should play a role in goal-setting to establish buy-in.
Roles and Responsibilities
Are created with input from the people who are in or rely on those roles, not just HR or P&C. In my experience, the most productive discussions revolve around team members determining what they need from one another to perform and achieve goals. This leads to each person understanding their role and better fulfilling their responsibilities.
Values
Must be clearly-defined as action based so there is no uncertainty about the type of behaviour and ethics accepted. For example – instead of ”authenticity” try “do what you say you say you’re going to do”. Instead of “vulnerability” try “being OK to ask for help and admit when you’re wrong”. Instead of “growth” try “do better”. And here’s the big trick – it’s up to the leaders to ‘catch’ people doing the right thing and to recruit candidates who fit the culture and exemplify the ideal values. People who love what they do radiate a contagious energy. Recruiting diverse, hard working, values based contributors will give the whole team a real boost.
People Plan
Is about nurturing and developing better, happier humans. It’s about having initiatives in place to support, acknowledge and reward demonstrated values and achievements – regularly. The best examples I’ve seen all adopt the Continuous Feedback and Recognition (CFR) framework where feedback – both ways – is delivered in a timely context and not at an annual review. At a higher level, I cannot stress enough the importance of prioritising periodical team ‘time-outs’ to recalibrate the group beyond the company training and development program. Carving out time to have remarkable conversations and reconnect at a deeper level is an investment that pays exponential dividends.
And make sure you are having fun; nothing builds momentum like it!