I’ve been there.
That relationship, too bad to stay, too good to leave – with that company whose culture brings the worst out of people.
Despite this vision I embraced, despite those brilliant leaders I wanted to follow, and despite the exhilarating growth journey I wanted to be part of, I didn’t know what devil I had just sold my soul to when I accepted the job offer.
Constant changes of direction, hyper urgency in every new project, over engineered processes, unclear decision authority, insane work hours, leniency with unacceptable behaviors. Random promotions, demotions, repurpose, terminations, rehires. The painful co-existence of unchanneled talent. Geniuses, bullies, nerds, divas, rock-stars and industrious ants, all egos let loose with one goal: survival. Whatever that meant.
Bringing values to life
It is not enough to slap a few inspiring words on a website and on the break room wall by the ping-pong table.
Values are the foundation of a company’s culture. They champion the mission, provide a compass for actions, decisions, and interactions with stakeholders. They shape the work environment and influence how leaders manage their people, and how people behave and collaborate.
How to bring values to life?
It starts by defining what they look like in action. Beyond the word or short statement, what is important for the company? What commitment do they project to your employees, clients, partners, investors?
Then, it’s about crafting some core cultural elements, such as:
Working principles: rules of collaboration and communication.
Leadership expectations: rights and duties of every single employee, with a specific section for people leaders.
Capability models: behaviors, attitudes, skills that talk about modeling the values. A capability model is also a foundational tool for talent acquisition, leadership development, and career progression.
Also, values should be reflected in playbooks – “the way we do business”: policies, practices, and processes.
And finally, the most important: ensuring leaders, people managers and employees are fully informed, trained and accountable to embrace and model this cultural ecosystem.
Keep Culture in check.
Can everyone articulate the vision, mission and values?
Do leaders walk the talk and what happens when they don’t?
What achievements and attitudes are rewarded and are they aligned to the values?
Is there a gap between the company’s internal and external communications, and the actual experience of working there?
Culture is an intention. Never let go, never settle.
