COMPANY CULTURE

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All organisational cultures are founded on an established mission for the company.  This represents the public facing goal that the company asks all employees to work toward.  The effort that employees contribute to this goal and the ways in which the company encourages and supports them in those efforts represents the organisation's culture. 

 

Relationships build community

 

The effort is heavily influenced by the relationships that exist between individuals, and a shared sense of community.  This is built in a relaxed and supportive environment where people get to know each other.  It is built on work discussions, and meetings, and projects where employees collaborate to progress work.  It includes casual office interactions, including coffee and lunch.  It includes all bonding initiatives, such as mentoring, employee of the month, special events to celebrate cultural or religious festivals, quiz nights.  

 

The stronger and more frequent the interactions, the stronger the bonding through a shared understanding of each other and the common work objectives.  When employees are friendly and, ideally, operate as friends, they feel free to discuss and investigate problems and possible solutions without the risk of being judged for their contribution or saying the wrong thing.  They can speak and contribute openly.  Different perspectives can be worked through and resolved.  They can work towards their own objectives and shared goals through developing a shared commitment to helping each other and, in effect, work to a common mission.  In a friendly environment, employees can behave like people, in a relaxed manner, and operate to their full potential.  

 

In an ideal situation, employees have experiences every day at work that confirm that their individual identity aligns with the company's identity.  That alignment creates a feeling of connection, demonstrating that they belong at their company.

 

Vulnerability test

 

Everyone is constantly negotiating their hierarchical and social status within a company.  Their acceptance by others determines the strengths of the bond between individuals and, ultimately, the culture of the company.  It is created in social interaction, a sense of belonging and, crucially, the associated vulnerability that people constantly feel.  If managed well, the vulnerability creates identity alignment that unleashes the best in employees.  

 

There are four main types of vulnerable interactions that influence employees' sense of belonging or ‘meaningful moments’ 

 

• when you propose a new idea

• when you ask for help

• when you push back on something

• when you ask for a personal favour

 

In meaningful moments, how other people receive an employee's vulnerability is critical.  It creates a loop: a great culture allows an employee to take vulnerable risks, and a positive response to vulnerability builds a great culture.   And the opposite is just as true.  The way vulnerability is received will either build the culture or break it, and will either help or hinder both the individual's and the organisation's abilities to produce their best performance.

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Senior managers should seek vulnerable interactions.  Should show vulnerability.  Should draw from the experiences, communicate the learning, and build the company culture in alignment with your company values, objectives and standards.

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