BUILDING AN EFFECTIVE OFFICE CULTURE: WHAT YOU TOLERATE RULES YOU

Professors Charles A. O’Reilly and Jennifer A. Chatman define culture as “a set of norms and values that are widely shared and strongly held throughout the organization.”

Global jobs website, Glassdoor reveals that “eighty-five percent of CEOs and CFOs agree that a dysfunctional corporate culture leads to unethical behaviour, demonstrating that leaders recognize that the culture they shape directly impacts the output their employees render.”

Global jobs website Glassdoor conducted a survey to determine the priorities of over 5000 adults on job satisfaction.

56% of workers ranked a strong workplace culture is more important than salary. Three out of four said the company culture will be a consideration before applying for a job.

A Glassdoor study found that great cultures are formed when the:

• Workplace has a clear mission connecting employees’ daily work to a broader social purpose and positive change.
• Has high-quality senior leaders who are inspiring, empathetic and competent.
• And a set of clearly-defined pathways for career advancement, making job roles a journey rather than a dead-end.

9 values that help achieve a great culture:

1. Agility: How quick a company is to seize an opportunity and adapt.
2. Collaboration: Collaboration as a value in a company has a great impact on its different teams on their productivity. Employees are cohesive and productive among their teams.
3. Customer: A customer-centric value in a company puts the needs of the customer in focus and stimulates a culture of exceptional value delivery to customers.
4. Diversity: A value of inclusiveness and acceptance. Be who you are. You are accepted just as you are.
5. Execution: This focuses on delivery and accountability. Value is placed on delivering on commitments, adhering to processes and high standards of operation
6. Innovation: Innovation makes room for creativity. It allows employees to experiment and keep trying new things to deliver the best results and services.
7. Integrity: A value of integrity ensure employees maintain a code of honesty and ethics that consistently inform their actions.
8. Performance: A value on performance and recognition stimulates high-performance standards and productivity among employees. Results are recognized and rewarded through compensation, recognition and promotion. Under-performance is called out and handled strategically.
9. Respect: Top to down respect by all employees is a great value that builds a strong and positive workplace. Employees listen to each other and are courteous in their relationship with each other.

 

Ultimately, culture boils down to how we treat each other and what we tolerate and accept as the norm. It is about accountability, being truthful, considerate, trusting and holding each other’s feet to the fire on what we stand for.

Culture must be enforced

It is worth saying again, CULTURE represents what we stand for. Culture must be enforced. It involves doggedness and consistency in what we say we stand for and how we do things.

 

What you tolerate in your firm will never change. What you enforce and re-enforce is ultimately what stays. Culture has got to be deliberate and intentional. It does not make room for exceptions.

 

Here are few questions to guide you in curating culture in your firm:

How do you want things done in your firm?

How do you want people to treat one another?

What do you accept or cannot let go of?

How do you enforce rules?

 

For an enduring culture, the conversation must be continuous. It must involve everybody. It must be enforced.

Do not make exceptions

You attract and retain the best employees by building a positive and enduring culture. The culture in your firm can make or destroy it. Do not make exceptions. What is good for the goose is good for the gander. What you enforce among employees should also be seen in you.