There is a lot of talk about creating an organizational culture out there, especially with the growth mindset that work should be a pleasant place.
With the popularization of the concept, many companies filled their mouths to say that they have a strong culture like Google. Unfortunately, most have not even begun to create a coherent organizational culture.
And it’s no use saying that people are only driven by money, or that the stimulus to earn more and more is something that will keep all employees motivated. This may even be part of the dream, but by itself, it doesn’t work miracles.
If a company does not create a strong organizational culture capable of keeping all employees motivated, it is likely doomed to failure. Unmotivated employees create a self-effacing atmosphere at work, which increases competitiveness in a bad way and makes people look for better opportunities elsewhere.
Do you want your employees to feel part of a bigger goal? Who wants to help your company grow and grow with it? So you need a strong organizational culture.
This can be the company’s mission, a gift at the end of the month or even not being mocked by a co-worker. Because yes, this is also part of the culture!
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- After all, what is organizational culture and how is it born?
- The importance of a loud, clear, and repeated message
- The organizational culture in hiring
After all, what is organizational culture and how is it born?
To know how to create an organizational culture, it is important to first define it.
The concept of organizational culture is everything that involves the routine of a company and works as a guideline to guide the behavior and mentality of its members. That is its practices, habits, behaviors, symbols, values, principles, beliefs, ceremonies, policies, systems, jargon….
Therefore, thinking that organizational culture is something very comprehensive, the first thing to do is to establish what this society will be like. This includes what language she will speak, what practices are well regarded, what habits belong to that particular group.
This standardization is very much a consequence of the vision of the first members of a company for the business, as is the case of Mark Zuckerberg on Facebook.
Who doesn’t know the culture of Facebook?
And despite the fact that a company’s culture is constantly shaped by every member who joins the team; at the end of the day, it’s the people with the most influence who will dictate where the organization is going. Just remember Steve Jobs at Apple.
I’m not saying that the partners or founders will always be the creators of the organizational culture. But they are the main elements of it, as they need to give a clear vision of where the company wants to go.
Organizational culture and leadership go hand in hand. Therefore, it is important that the most influential people in the organization decide (or align) what is well accepted and practiced within.
How is good work measured? Do we accept innovation? Are we open to ideas? Do we value learning? Or the opposite, are we a more rigid company? Do we want the processes to be well defined and strictly followed? All this goes through leadership.
The importance of a loud, clear, and repeated message
As I said above, creating a strong organizational culture is not enough for the right people to have an influential role in the company. It is necessary that they give direction to the team.
The role of the leaders is to remind the team where the boat is heading, if the final course has changed and what the new routes are. That is, keeping the team updated on everything that’s happening.
Therefore, it is essential that all employees know and, if possible, have access to documents that explain the company’s values, principles, and objectives in the short, medium, and long term.
The information must always be available and accessible!
Of course, your team will not learn the company’s organizational culture just by reading a pdf. That’s why it’s important that the message be reinforced in weekly or monthly meetings.
These meetings serve to show the evolution of the processes, if what was agreed in the quarter has been achieved and what changes need to be made in the middle of that journey.
Here at OTB, we have daily, weekly and monthly meetings. In the daily, team members discuss with their managers the main challenges of the workday. On weekly, they talk about the challenges of the past week. And, on the monthlies, an assessment is made on both sides, with the manager and employee exchanging feedbacks.
We do this because, in our culture, we believe that there is no better way to learn than to know where the weaknesses are and how we can fix them. In other words, feedbacks are linked to the company’s value vision and its mission, showing the general context, so that everyone can better understand their why within OTB.
The organizational culture in hiring
In addition to making it clear where the company is heading, it is also important that every new member of the team is handpicked.
Because culture is part of the collective belief that a set of ideas or practices are essential to the environment. If a person who doesn’t agree with these ideas joins the group, things can go downhill from there.
That’s why many companies are putting more value on the cultural fit over the skills of job applicants.
Another important point to create an organizational culture is the ability to sell inside.
What I mean by inside selling is you being able to show the team members what the company’s mission is and how it is planning to get there.
It can be through a product, service, partnership, etc. But you must be able to convince employees to believe in this process and the future that will come with it.
The person must embrace the company’s vision of the future. After all, she is expected to be part of it.
This is essential for everything else to develop in harmony. If you have an unbeliever, it means there is a flaw.
It can be in the hiring process or in the person’s onboarding process, as they have not yet been able to clearly see their role in that organization. But if the fault is there, it is essential that it be resolved.
Make a selection process with more vigor and traces of the organization’s culture, carry out onboardings that explore the entire organizational climate, emphasize the importance of each thing and give a clear vision of the next steps in the person’s work, linking this vision to the short-term strategy, medium and long term of the company.
If you’ve come this far, it’s because you also believe that organizational culture should be one of the main pillars of a company.I hope it has become clear to you that organizational cultures, despite being sold as something of a magician, are relatively well-defined modus operants and, as far as possible, controllable.
Creating an organizational culture is not just about having beer and toys in the company (which is not bad), but structuring processes.
This mainly includes having transparency in information and planning to achieve the organization’s objectives. In addition to well-thought-out hiring and onboarding, new members can make a huge impact, both in the short (low performance) and long term (an unexpected exit).
Do you also have ideas that can help build a strong organizational culture?
Comment below or write to me: firstname.lastname@example.org. I would love to hear a little more about what you think! 🙂