I think the biggest hurdle is visibility of actions (not just words or a mission statement). Culture, to me, has to permeate all areas of the organization. If the organization doesn’t see leadership both setting the example and reminding the organization of the “why” of the organization, then no fancy internal marketing or communications can bridge that. It starts with actions. I can say that for me, where I work now at enVista, culture starts with our leadership and you can see it in action every day. Truly a level playing field here where our leadership takes accountability and where any/everyone can have a voice in decisions and give input.

Personally I believe the culture of a company is the biggest attribute determining whether or not I would consider working at or with a company (I thought this even before the pandemic). That consists of what they stand for, how employees like working for company, what they contribute to the community, etc. Those companies that have an established culture in place can easily talk about it without thinking about it because you can see they believe in it. Those that have to think about it and really are not able to answer questions about what their culture is, don’t believe in the company culture or do not have a good comfort level about it.

Strong, lasting workplaces start with leaders having the courage and maturity to embrace a mindful, empathetic approach when defining values, behaviors and ultimately, culture. The course of our work has identified six key traits to sustainable, healthy cultures: purpose, belonging, achievement, autonomy, balance and voice. Organizations who successfully integrate these elements into the foundation of their culture not only attract solid talent, they correlate to sustained workplace satisfaction, employee retention, and have a positive downstream impact on customer experience and satisfaction.

Culture is everything. Strong, well-defined brands (think Starbucks, Best Buy, Tractor Supply, Trader Joe’s) are blessed with a keen sense of what associates contribute. Associates don’t have a job — they have a mission.

A company culture is something that has to live and be lived by the whole team. It starts at the top and is not something that can be rolled out like a new marketing slogan. Employees and customers very quickly find out when companies state their culture is X but act in a different manner. It is not easy to change a company culture particularly as a company gets bigger. It takes time and a very well planned and structured approach that has to be bought into by the staff. If a new CEO arrives and wants to impose his culture on the business he will need the support of all his management team and the rest of the organization, but most important of all he will have to demonstrate that he personally lives that culture and hasn’t just read it in a book. A shallow culture will always be exposed when times are tough and when hard decisions have to be taken. This is when management and the company have to focus on what… Read more »

Consider the pandemic one more added barrier to communicating a strong brand and driving visibility. Fair or not, good or not, people are absorbing things through the lens of the pandemic and they are making decisions through that same lens. So, in addition to brand value and visibility, in today’s environment, prospective recruits are also looking for workplace safety and what happens to me, my income, my job if I get sick. Employers need to also find a delicate way of letting prospective recruits know that they have taken steps to protect them during this pandemic. These are underlying but common fears and concerns that have become relevant in employment decision-making during this pandemic. While the pandemic may not have affected the priority for a decent salary and a good place to work and grow, it has certainly surfaced new questions about safety and protection in the workplace. Some employers have answered these concerns with remote working options and enhanced benefits (where possible). It’s not likely these offerings will continue post-pandemic. Even remote work options… Read more »

There is a wonderful book that I require my M&A and Entrepreneurship students to read. The first half of it discusses how national culture affects company culture. The second half discusses how in the very same company the very same culture that built it, destroyed it over time.

In my experience and my studies, the worst cultures are the ones that demean independent thought. “We don’t do it that way,” newbies are told when they look at things differently.

Culture is also endemic in an organization. It is not something the leader can just say, or signs that are plastered on walls throughout the company. it must be lived from the top down. The biggest hurdle is to get the middle management to change. They rely on culture for their position, strength and persona and they are reluctant to lose that.

I think there’s a third element: What really happens inside the company once you are hired.

The brilliant brand marketer, Adrienne Weiss, CEO of Adrienne Weiss Corporation, defines every brand as a “country with its own unique language, customers and rituals.” Or as one of our clients pointed out, “It’s just the way we do things around here.”

That culture is what attracts both employees and customers to the company. The big question is how the company backs up that perceived culture.

Does it sound like a great place to work on the company’s website and social media profile, but not so good for the employees actually working there? Does what happens at the corporate office translate down to the satellite offices and to the stores? And during the pandemic does that culture still live while the employees are working at home? We all know that the company’s touted perception isn’t always reality.

I couldn’t agree more that culture is the key to recruiting and retaining people. One of the biggest hurdles I have seen over the years is finding people that match your company DNA. Companies have to look beyond skillsets, certifications, and previous success, and look at who individuals are as people — their motivations, their attitudes, how they are wired, and so on. Of course this is hard to discern in a standard interview process, hence the challenge for creating a strong employee brand. When an employee says, “these are my people” — they have most likely found a place they will thrive.

Culture is really everything. Culture drives what questions are asked, what problems are seen, how we handle pushback and even what ideas arise. I know the researchers recommend trying to set your culture apart from competitors, but that approach would likely leave the culture superficial and contrived. Culture starts with your people and what you’re out to do. It can be inspired by vision and realized by people willing to push past any limits to achieve it, or it can be dead, flat and survival-based (very little middle ground). Instead of just coming up with marketing language to differentiate your culture, the place to start is within to see what’s really there.

One of the biggest hurdles to creating a strong employee brand (through culture) is making sure that every employee understands the culture. The best of the best have figured this out and know that a simple vision statement, one sentence long that is easily understood and memorized, is a powerful start. My favorite example is the Ritz Carlton’s Credo: We’re ladies and gentlemen serving ladies and gentlemen. Everybody learns it, understands it, and then is trained on how to deliver it. Get that right and a lot will fall into place.

COVID-19 has changed the way we do business, not just throughout the pandemic, but forever. Companies have adopted existing technology they wouldn’t have used for several years into the future. Many executives I interview realize that what they change is working so well, they won’t go back to the way their companies used to do things. This is actually good for both the company and the customer.