Culture is more than a buzzword used in employee satisfaction surveys; it is a company’s multifaceted personality, soul, and character. A company’s culture includes concrete aspects of work life, such as compensation, benefits, and career development, as well as less tangible aspects like attitudes, values, and employee behavior.*
For example, in his book Onward, Howard Schultz described the spirit (soul) of Starbucks this way: “Our stores and partners [employees] are at their best when they collaborate to provide an oasis, an uplifting feeling of comfort, connection, as well as a deep respect for the coffee and communities we serve.”
Whether culture is expressed through mission, vision, values, or some other way, every organization appears to be focused on creating and sustaining a culture where workers can thrive, customer service is extraordinary, and products and services are of the highest quality. If you Google ten companies right now, ten would provide an enticing message about their culture. Most go through a painstaking process to ensure they use the right words to describe their culture and why it makes a difference
The truth is culture happens regardless. During my career, I worked for companies that have the best intentions when it comes to culture. Leaders communicated all the right things, but for some reason, the message didn’t translate for the frontline. I have also been in situations where leaders preach culture and then do and say things that undermine it. In an article titled The Soul of a Start-Up, Ranjay Gulati offers a structure for organizations to help them find and sustain three crucial dimensions of a start-up’s soul: business intent, or a loftier reason for being; unusually close customer connections, and an employee experience characterized by autonomy and creativity—by “voice” and “choice.” All three provide meaning to stakeholders. **
Once the leaders in business gain clarity around these 3-dimensions, they must be resourceful in making it stick. This is more difficult than it may seem. As we all know, change is the only constant in business and life. Employees no longer stick around to get the gold watch or, for that matter, a 10-year pin. The churn is constant at all levels. To make matters more challenging, marketplace dynamics are changing at an escalating pace. Therefore, it becomes a delicate balance between evolving the culture based on these changes and holding on to the fundamental elements that are still relevant.
Awesome Blog as usual.
Another spot on Blog by the Culture DUDE himself. If anyone knows Culture and how it should look, feel and taste, CAMP is the Champ! Today’s challenge is undoubtedly not coming up with great ideas around Culture but how to generate passion in the trenches when all they are trying to do is survive! Sadly, our teams need to be celebrated just for showing up, which does not feel like a corporate culture, but more like a collective deep exhale of gratitude.
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David, I can always count on you to read my stuff. I appreciate you more than you know. Isn’t that the plight of every manager in the restaurant business these days? I’m sure you do a great job balancing empathy and setting the tone for excellent customer service. I know that is easier said than done. Thanks for your insightful comments.
You too, Todd
First when I started reading your blog, I thought this really no longer applies to me since I’ve retired from the corporate (and working) world. Then I thought about how business applies almost daily to where I do my shopping, get healthcare and where I donate my money. Thanks again for thought provoking article.