How to Protect Your Culture in Times of Crisis
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Explore the importance of building and maintaining an intentional culture, especially in times of crisis to help your organization return from COVID-19 stronger and unflappable.
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How to Protect Your Culture in Times of Crisis
- 1. How to protect your culture in times of crisis
- 2. Dr. Laura Hamill Chief People Officer Chief Science Officer
- 3. Goals for Today 1. What is culture and why does it matter 2. Why does it matter even more now 3. Tips to protect your culture
- 4. What is culture? The collective values, norms and beliefs of the organization Schein, 1990 Culture is not a surface phenomenon, it is the very core of who your organization is.
- 5. Culture characteristics • Abstract • Unconscious • Dynamic • Relative “goodness” not absolute • Powerful Culture is to organizations as personalities are to people
- 6. Culture examples Top Down vs. Participative Decision Making Rigid vs. Relaxed Cold vs. Caring Disjointed vs. Integrated Number Focused vs. Quality Focused Hierarchical vs. Flat Micromanaged vs. Autonomous Reactive vs. Proactive Secretive vs. Honest Relationship Saving vs. Truth Telling Indifferent vs. Curious Trust Creating vs. Trust Destroying
- 7. Why should we care about culture?
- 8. 1. It drives behavior What to pay attention to What things mean How to react emotionally How to behave
- 9. 2. It creates a more aligned organization SOCIALIZE NEW EMPLOYEES SET EXPECTATIONS INSPIRE + CONNECT How am I supposed toact in this new place? What is expectedofme? What behaviors arerewarded? Do I feel partofsomething bigger? Is this something I am inspired by + proud of?
- 10. 3. It helps you get better results Revenue Growth Employment Growth Stock Price Growth Net Income Growth 682% 282% 901% 756% 166% 36% 74% 1% Average increase for 12 firms WITH performance-enhancing cultures Average increase for 12 firms WITHOUT performance-enhancing cultures Corporate Culture and Performance (2011), Kotter and Haskett
- 11. Aligned cultures get better results Nursing units that improved positive practices saw improved performance in subsequent years. Table 1: Positive Practices Dimensions with Definitions Caring People care for, are interested in, and maintain responsibility for one another as friends. Compassionate Support People provide support for one another including kindness and compassion when others are struggling. Forgiveness People avoid blame and forgive mistakes. Inspiration People inspire one another at work Meaning The meaningfulness of the work is emphasized, and people are elevated and renewed by work. Respect, Integrity, and Gratitude People treat one another with respect and express appreciation for one another. They trust one another and maintain integrity. 26% 8% Increase in patient satisfaction Reduction in voluntary turnover Cameron, et al. (2011) Effects of Positive Practices on Organizational Effectiveness. Journal of Applied Behavioral Science, 47, 3.
- 12. Culture as a competitive advantage 92% 60% Culture influences their desire to work there Culture is a competitive advantage that differentiates their company from their competition Cultures That Care Study, Limeade Institute, 2020 73% Culture is the reason why they would choose one workplace versus another 81% Culture influences whether they put as much effort as they can into their work 88% Culture influences whether they keep working there ATTRACTION SELECTION ENGAGEMENT RETENTION
- 13. 4. Your board is going to start caring about it (if it doesn’t already) The board, the CEO, and senior management need to establish clarity on the foundational elements of values and culture — where consistent behavior is expected across the entire organization regardless of geography or operating unit — and develop concrete incentives, policies, and and controls to support the desired culture. RECOMMENDATION:
- 14. 5. It is uniquely yours… it’s what makes you special You should want to do the culture work! You need to do the culture work You can’t copy and paste someone else’s culture
- 15. Poll Question • Not at all • A little • Somewhat • To a good extent • To a great extent To what extent has your organization “taken on” the culture work? ?
- 16. Why should we care about culture? 1. It drives behavior 2. It creates a more aligned organization 3. It helps you get better results 4. Your board is going to start caring about it (if it doesn’t already) 5. It is uniquely yours… it’s what makes you special
- 17. Why should we care even more about culture NOW?
- 18. “How companies manage the next five months will define their reputation as an employer for the next five years.” - Brian Kropp, Chief of HR research for Gartner
- 19. Your company has an opportunity during this time of crisis… Fear, Uncertainty, Doubt Trust, Resiliency, Positivity
- 20. Limeade Results Model Companies achieve better people and business results when they actively show CARE for employees, and help their employees care for themselves.
- 21. Ways I’m seeing companies handle this crisis Hunker down (fear) Business as usual (denial) Culture & care (humanistic)
- 22. Poll Question • We’re hunkering down • Business as usual • We’re focusing on culture and care • Other How is your organization handling this crisis? ?
- 24. Tips for protecting your culture NOW • Be honest about your organization’s challenges • Explain why you are making the decisions you are • Fill communication voids with multimodal, multileader approach Increase trust and transparency • What your mission is and how each employee is contributing to it • What your values are and why they matter • Support for the values and how they come to life • Importance of employees to the success of your business Quadruple communication from leadership • Company and peer recognition for employees who are role models of your values • Talk about it, write about it, create videos about it Recognize employees for living the values • Formal and informal • Employee resource groups • More fun Create opportunity for more social connection • Focus on whole person well-being • Actively support your employees’ well-being Care about people as human beings
- 25. On a scale of 0 (Not at all likely) to 10 (Extremely likely), how likely are you to recommend your organization as a great place to work? 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 0 (Not at all likely) 1 2 3 4 5 6 7 8 9 10 (Extremely likely) When participants say their current organization DOES CARE about them… Cultures That Care Study, Limeade Institute, 2020 NPS= +32
- 26. On a scale of 0 (Not at all likely) to 10 (Extremely likely), how likely are you to recommend your organization as a great place to work? When participants say their current organization DOES NOT CARE about them… 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 0 (Not at all likely) 1 2 3 4 5 6 7 8 9 10 (Extremely likely) Cultures That Care Study, Limeade Institute, 2020 NPS= -89
- 27. On a scale of 0 (Not at all likely) to 10 (Extremely likely), how likely are you to recommend your organization as a great place to work? When organization CARES vs. When organization DOES NOT CARE 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 0 (Not at all likely) 1 2 3 4 5 6 7 8 9 10 (Extremely likely) Cultures That Care Study, Limeade Institute, 2020
- 28. Focusing on culture and caring for your employees not only is the right thing to during this time of crisis, it’s also what you should keep doing going forward.
- 29. Key Takeaways 1. Culture is a competitive advantage 2. Culture matters even more now 3. Protect your culture by being intentional about it
- 30. “Customers will never love a company until the employees love it first.” Thank you! — Simon Sinek
- 31. Q&A
- 32. Culture - Engagement - Retention
- 33. Poll Question • Not at all • A little • Somewhat • To a good extent • To a great extent To what extent does your organization’s culture help attract talent? ?
- 34. Poll Question • Not at all • A little • Somewhat • To a good extent • To a great extent To what extent has your organization been intentional about its culture? ?
- 35. Determining the culture you need Why you need a culture that cares
- 36. “I am committed to my organization.” 94% say they are committed to their organization when their org does care. 36% say they are committed to their organization when their org does not care. Favorable Neutral Unfavorable WHEN ORG CARES WHEN ORG DOES NOT CARE Cultures That Care Study, Limeade Institute, 2020 35% 5% 29% 94% 36% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
- 37. “I intend to stay at my organization for at least…” More than 5 years 3 - 5 years 1 - 3 years 1 year or less Prefer Not to Respond WHEN ORG CARES WHEN ORG DOES NOT CARE Cultures That Care Study, Limeade Institute, 2020 48% 17% 25% 18% 9% 58% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 76% intend to stay 3+ years when their org does care. 23% intent to stay 3+ years when their org does not care… AND almost half (48%) say they are only staying 1 year or less.
- 38. When employees feel like their organization cares, they have… Higher Engagement Higher Commitment Lower Stress Higher Intention to Stay Higher Inclusion Higher likelihood to recommend their company as a great place to work Cultures That Care Study, Limeade Institute, 2020
- 39. Which of the following are the most important cultural attributes that show the organization cares about you? Pick 5 from the list. Supportive Invests In The Employees Values The Whole Employee Trusting (Trusts Its Employees) Caring Listens Trustworthy (Can Be Trusted) Flexible Honest Transparent Inclusive Learning Oriented Growth-minded Cultures That Care Study, Limeade Institute, 2020 What does a culture that cares look like?
- 40. How do you do this? Create an employee experience and culture that shows your employees you care.
- 41. Culture is to organizations as personalities are to people Employee Experience is to organizations as behaviors are to people
- 42. Get references for climate def. EX without an aligned culture = Culture without an aligned EX = not authentic just good intentions
- 43. Tips for transforming your culture 1. Be clear about what business problems you are addressing 2. Think of yourself as a culture architect 3. Take a top down and bottom up approach 4. Start with your values 5. Determine the gap between current and aspired values 6. Follow the intentional culture circle
- 44. The power of culture to attract “I came to this career fair just for you guys!” “Culture is so important — the vibe here is so awesome, I would be happy going to work for this company every day.” “I would turn down any other intern offer to get the chance to work with Limeade.”
Notes de l'éditeur
- The COVID-19 crisis is shining a light on corporate cultures (for the better or worse), and the type of care --or lack thereof-- that companies are showing to their employees will impact not only how they cope during this crisis, but what they are left with on the other side of it. Dr. Laura Hamill will explore the importance of building and maintaining an intentional culture, especially in times of crisis. She will also discuss how to not only protect, but strengthen, your culture in uncertain times. I have been working in this field since 1994—how could that be? I have been a student of culture for that whole time I have been demoralized by culture, I’ve been inspired by culture I have seen the magic that can happen, as well as the disappointment I have had the privilege of getting to work on culture assessment and transformation in many different companies, large and small One thing I’m now so clear on…culture can be your competitive advantage
- CPO CSO Org psychologist Personal story/anecdote: Experiencing so many dichotomies (polarities) Nice to be home, around my family but struggling with feeling connected to my team Relief that some things in my schedule were postponed but then worried about how I’m making a difference during this time Grateful to be able to work from home (someone recently told me the statistic that only 7-10% of the US population can work remotely) with not feeling like I can concentrate or that my work area is set up well Acknowledging the fear and the reality with still being positive and resilient Trying to do some simple things Text, teams, say hi to my team—just learned how to use a gif, my team is cracking up at me Walk my dog everyday—he’s over it The stuff I get to study is more important than ever—my well-being mindset, caring about my team and this company are more important that ever
- I’m excited to talk with you today about What culture is Why it can be a competitive advantage what it means to have culture that cares And How you can transform your culture This topic is more relevant that ever: Organizations still struggle with attracting, engaging and retaining talent They struggle with aligning their organizations and keeping customers Increasing demands from employees and shareholders to maintain environmental, social and governance ESG requirements And more transparency than ever before on what happens in organizations—leaders can’t hide from their culture issues Culture is at the core of all of these Let’s dig in!
- Culture is the collective values, norms and beliefs of the organization. Any group of people that is together to achieve a shared goal What’s important, what we believe, how we act It is not what you see at the surface, it is what is at your organization’s core In fact what you see on the surface can confuse you about the culture For example, if you walk into a busy office for the first time and see everyone running around, looking really busy What you see is not culture You have to dig deeper and ask why—why are the behaving in that way? It could be they look busy because they are disjointed, error prone, not focused on quality or it could be because there is high growth and excitement about a new customer…what you see on this surface is not culture, you must dig deeper—why are we doing what we do?
- Why culture is hard and important Abstract, even elusive: Hard to put your finger on it—what words would you use to describe it Unconscious: Once you become part of it, you don’t even see it anymore Dynamic: It surrounds us, it’s always morphing Relative “goodness” not absolute: Important to understand culture is not good or bad—it’s not absolute, instead we can evaluate a culture by the extent to which it is helping or hindering the organization in meeting its goals Powerful: Finally it’s powerful—it guides behavior—employees learn really fast how they are supposed to behave These characteristics are similar to how we might think about personality—culture is to organizations as personalities are to people. Take an example of the personality characteristic of extraversion—it guides my behavior, it is unconscious, not necessarily good or bad, but could fit better with certain situations (like certain careers more than others) Being part of MS’s culture; getting on a conf call with friends from graduate school
- Just to give you a feel—but this is by no means exhaustive Not one or the other, it’s a continuum Think about the organization you work in now…to what extent do you believe that your organization is top down vs participative? Why is that? How do you know that? What experiences have you had to make you think that? How is that working for your company? Is that helping your company achieve it’s business strategy? There’s a lot to consider with even one cultural attribute—now think about combinations of cultural attributes and determining which ones you need to pay the most attention to…you can see that this is a complex topic. Later, I’ll share with you ways you can start to understand this for your organization. Okay, so hopefully it is making sense to you what culture is, now let’s talk about why we should care about it
- Fundamentals of what culture is, now let’s talk about why you should care about it
- The number one reason why you should care about culture is because it drives behavior Every single day, every hour, your employees are “guided” by your culture They learn very quickly how they are supposed to behave I call it Path A or Path B Simple example: you are a new employee and you are at your first company meeting—you have a question and you realize it might be controversial What do you do? You look around and see—are others asking questions? If they are, does it seem to be supported and encouraged? Was it answered? How was it answered? You decide to go for it and ask…and then your manager comes up after and says why didn’t you just ask me that question, you kinda put me on the spot You learn right away…I’m not supposed to do that and next time you won’t Employees adapt And if they don’t adapt—they quit or you fire them…it is that strong
- The next reason why you should care about culture is that is helps create a more aligned organization Surface level when newcomers start “Revealed” over time, as newcomers become “permanent” Teaching process It helps you set behavioral expectations How are we supposed to be here? How do we treat each other? It gives you a language and litmus test For example, our values at Limeade are part of are daily talk—I’m going to own it, way to be it, to speak plainly—it clarifies expectations Our culture is also a way to make people feel connected to something bigger, to be inspired--I am part of this place that is more than just making widgets, it’s about how we make widgets, how we are with each other when we are making widgets, that can be really inspirational A great example of this is a manufacturing line—WABASH? In any great organization it is far, far safer to be wrong with the majority than to be right alone. John Kenneth Galbraith
- What is also important about culture is that when your culture is aligned with what you are trying to achieve as a business, you get better results A study by Kotter and Haskett found that those companies with aligned cultures had higher growth—revenue, employee, stock price, net income They used the term performance enhancing, which had to do with the culture enhancing the business strategy or being aligned Culture has to align with and support strategy--Strategies fail when the culture is not aligned Insurance company example: Large insurance company Hired to assess and transform culture Kickoff meeting: top floor, formal escort, large board room with long oak table Two people at end, everyone else all around, formal, no smiles, not interacting with each other, serious These weren’t good signs And when I dug into the culture and conducted the culture assessment—I found issues related to trust and fear, afraid to take risks, not feeling valued What is important to note is their business strategy was focused on creating new innovative products and new business models that required levels of creativity and innovation that they had never had before Huge disconnect between culture and strategy Must be aligned
- Here’s another example of how an organization got better results by focusing on their culture and making sure it was aligned In this three year study, nursing units had higher patient satisfaction and lower turnover after they implemented positive practices like caring, compassionate support, meaning, gratitude Think about how aligned these practices are to patient satisfaction Their culture is aligned with the business outcomes they are striving for And they got better results Over a three year period, those nursing units that improved their positive practices saw improved performance in subsequent years Results reveal that, with the exception of the overall satisfaction measure (which deteriorated in the health system between 2005 and 2007), units that improved the most in positive practices realized 0.7 standard deviation units greater improvement in patient satisfaction with pain management and in willingness to recommend the organization than did units that improved the least. This represents an approximately 26 percent increase in patient satisfaction rating in the units that improved the most. The highest improving units realized 0.2 standard deviation units better record regarding voluntary turnover than did the bottom quartile of nursing units (an 8 percent improvement). In Study 1, positive practices in financial service business units were significantly associated with financial performance, work climate, turnover, and senior executive evaluations of effectiveness. In an industry in which positive practices might be assumed to carry little importance, organizational performance was substantially affected by the implementation of positive practices. In Study 2, improvement in positive practices over a two year period in health care units predicted improvements in turnover, patient satisfaction, organizational climate, employee participation in the organization, quality of care, managerial support, and resource adequacy. The specific positive practices that emerged as most predictive (in Study 2) were those associated with the development and support of human capital—including fostering respect, integrity, gratitude, compassion, forgiveness, inspiration, and meaningful work.
- Recently we conducted a study in Limeade Institute, 1237 employees across the US, across industries New study we just finished On this topic of how employees think about culture and how important it is to them 60% Culture is a competitive advantage that differentiates their company from their competition Audi: Culture of Trust No luxury auto brand in the U.S. market has achieved greater relative gains in sales and market share during the period of the Great Recession than Audi. Desirable products, distinctive marketing and the overall leadership of former CEO Johan de Nysschen deserve much of the credit, but so does the early recognition by his team that Audi wasn’t going to turn around its long-term prospects in America without getting buy-in from its very disaffected dealers and employees. In 2008, Mark Del Rosso was a general manager at Toyota, but left to become chief operating officer at Audi of America. He was stunned by several dysfunctional aspects of his new company, including vast distrust between dealers and management over sales practices and sour dealings between top Audi executives and field managers. Gradually, but forcefully, Del Rosso created a culture of trust, in part by requiring all headquarters employees to read Steven Covey’s book The Speed of Trust (Free Press, 2008). Executives and staffers who couldn’t—or wouldn’t—engage in the new approach turned over. “Once a new culture becomes so strong, people who don’t get it will sit on the side, and then they’ll either leave—or you help them leave,” Del Rosso said. “We had some of both.”
- Another really thing to consider—if this hasn’t happened already, your board is going to start caring about culture This report is recommending that boards start caring about culture and that they develop concrete incentives, policies and controls to support the desired culture I got so excited about this report from the National Association of Corporate Directors Here are a few other quotes I got really excited about “Strong corporate cultures contribute to success and lasting value in the same way as product quality and R&D.” “Like risk, culture is a shared responsibility that starts with the CEO and top management, extends to all employees, and includes the board—“it’s everyone’s job.” On top of this, CEOs are being replaced for bad cultures (for example Nike, Away)—and many organizations have done next to nothing to give culture the attention it needs
- And the last reason I think you should care about culture It is what makes your organization special—you have unique businesses, strategies, people, founders, leaders, challenges You can’t just copy and paste someone else’s culture Your organization needs to do this work and I think you should want to—it is some of the most meaningful work we can be doing
- Okay, so now I hope you are with me—you understand what culture is and why it matters Now let’s take a pause and get some input from you—we will do a poll question To what extent has your organization ”taken on” your culture?
- Fundamentals of what culture is, now let’s talk about why you should care about it
- We call this the intentional culture circle These are the steps you need to take to make changes to your culture This is HOW you do it, not what your focus on in your culture. So for example, we have articulated why our culture matters and how connected it to our business strategy. We have behavioralized our values. And in order for us to continue to make it real we need to Make sure our employees, managers and leaders are all learning about it We measure it through our GCI We have formal and informal champions That we have ongoing communication about our culture That we have intentional ways our employees can experience our culture Big ways like Anything is Possible, company meetings But also smaller experiences in the day to day work Recognize: small peer to peer through our values, annual awards, manager awards, more regular peer nominated awards And all of our people practices: hiring, onboarding, performance management and letting people go: make them nauseatingly consistent Use technology to scale your culture and provide moments of care—this is what we are doing with Limeade EX platform Who else but you? Every function can play a critical role in building and transforming culture Southwest Airlines: Relationship-Building (SHRM) Southwest Airlines is intentional about their culture They are clear about what kind of culture they want And they use many of the aspects of the intentional culture circle I just described: such as recognition programs, companywide surveys, special awards and a companywide Halloween celebration. “We’re a culture of relationships, so bringing people together is a big part of building relationships, and it’s a big opportunity for the variety of generations we have in the workforce to be in a social environment,” explained Cheryl Hughey, director of culture services for Southwest. “We always need to boost who we are, what we do, and what it means to be living the Southwest way.” That foundation helped when Southwest acquired AirTran Airways in 2011 and had to integrate 8,000 new employees. It was no stretch for Southwest to create its Wingmate program, under which Southwest employees volunteered to “adopt” AirTran employees via e-mail, guide them through the transition, and then meet personally with them as the merged airline’s employees moved through Southwest training at Dallas headquarters. “We avoided having that ‘takeover’ feel because of that program,” Southwest’s Hughey observed.
- Finally and with a slightly different view…let’s talk about net promoter score For the “org does not care” group, very low net promoter score…subtract the number of promoters (9,10s) from detractors (0-6)
- If you take one slide away from this…take this one How compelling is this, what a story this tells -89 to +32=an absolute difference of 121 points!
- There are many reasons: It drives behavior, it helps you get more aligned, aligned cultures get better results, your board will start requiring it Learn what culture is and why it can be a competitive advantage Learn why your culture should have more care Tips for transforming your culture
- Leave you with this quote Thank you so much for your time today I hope you feel excited about your opportunity to be more intentional about your culture and that you see the value in creating a culture that cares These topics are even more important now than ever before, even exacerbated as we face the Covid-19 virus pandemic I hope all of you stay healthy and maintain your well-being during this difficult time Take care of yourself and each other
- At Limeade, we are really clear that our employees experience our culture all the time Of course through big events and company meetings But also in conference rooms, in 1:1s with their managers, over email It’s what we recognize and encourage And our employees tell us it’s a big reason why they come to work each day and give their all and it’s why they want to stay Our culture is what makes Limeade, Limeade Other companies we work with get the power of culture. After 34 years of innovation leadership in trailer manufacturing, Wabash National was eager to enter a new era of growth and transformation, but the company faced an obstacle: a dispersed, disconnected workforce of around 6,500 employees across more than 15 manufacturing sites. With more than 80% of employees classified as “deskless” workers, many weren’t seeing the daily communications or culture-enhancing messages designed to emphasize the company’s values, purpose and objectives. From the start, the Wabash National team wanted to show they care for employees. App writers used channel posts to give employees shout-outs for everyone to see and employees quickly gravitated to the kudos feature, sending each other messages of encouragement. Visible CEO who regularly posts and communicates to employees and actively shows them that he cares and the company cares
- We’ve been talking now about culture in general terms And I hope you have gotten the message of how important it is to align your culture with your business I’d like to dig into the concept of a culture that cares…and push you to consider why this is important for your organization While I’m talking during this section, there’s something I’d like you to think about Think about your company’s business strategy Does it involve: Customers, patients, or employees? For example: Customer satisfaction, customer retention, patient satisfaction, innovation, employee retention, productivity, employee engagement? If your strategy has a human component to it, I would like you to consider this—you need to have care in your culture
- Let’s start with some data Earlier, I mentioned that we recently did a study with over 1200 participants and we asked them a variety of questions about the importance of culture We also asked them about their current working situation First we asked them whether or not they thought their company cares about them Then we compared that to some other items—here we are looking at commitment We know commitment is related to intention to stay, engagement, OCBs—feelings of commitment matter What you can see here is that employees who felt their organization cares about them were 94% favorable on commitment compared to 36% when don’t care
- Similar trend when we ask about intentions to stay Not perfectly correlated with actual attrition, but highly correlated Orange—saying they are going to stay more than 3 years, dark orange more than 5
- So there were quite a few other important findings from this study, but to sum it up
- In this same study we asked participants to pick the cultural attributes that are the most important for an organization to demonstrate care Supportive, Trusting, Listens, values the whole person: Care is a combination or constellation of culture attributes Think about this for your organization—can you say that your organization is strong in these areas? Which of these are authentic in your organization? Many of you have heard us talking about whole person, whole company, whole ecosystem care—this is really reflected here…caring about people as people, supporting them, listening to them Supportive 9% Invests in the employees 9% Values the whole employee 8% Trusting (trusts its employees) 8% Caring 7% Listens 7% Trustworthy (can be trusted) 7% Flexible 6% Honest 6% Transparent 4% Inclusive 3% Learning oriented 3% Growth-minded 3%
- So, we’ve talked about what culture is, why it matters Then we dug into why cultures that care matter Let’s talk about how you tackle this
- Remember before, culture is to organizations as personalities are to people We can extend the analogy…employee experience is to organizations as behaviors are to people—how do your employees experience your culture?
- Culture and EX need to be aligned EX without an aligned culture = not authentic Culture without an aligned EX = just good intentions In a company WLB program not being enacted As you know, we focus on care and the data tells us that we should So we want organizations to not only have a culture that cares, but also an employee experience that demonstrates care We want your employees to experience regular MOMENTS OF CARE—are you listening? Spending time with people? Seeing them as human beings? Helping them work through difficult times? Helping them reduce the stress they feel from work? There are real, day to day, hour by hour ways that we can show we care
- Low customer retention? Changing industry? New innovations? Own the concept of culture architecture Leaders are critical, but employees are just important Remember big list of culture attributes? A shortcut is to use your values Follow the intentional culture circle Leaders should not focus on culture change – focus on a business problem “If a leader just starts with how you change the culture then he already doesn’t understand the problem. You never start with changing. It’s like saying: would you decide someday to change your personality? The first question would be: Why would you want to do that? That’s the question I would ask any leader who says I think we need a culture change. I would say: 1) what do you mean by culture; and 2) why do you think you need to change at all? I would want to know: what’s your business problem, what isn’t working, why are you change-oriented in the first place?”
- Another important result that you should consider: How is your culture impacting your employment brand? So one of my teams is responsible for recruiting and they are always telling me these stories about what happens at career fairs Long lines Quotes like this The other companies are jealous—what are you doing at Limeade? Shouldn’t underestimate your employment brand and how much your culture influences that “I came to this career fair just for you guys!” “The reason I came to this career fair was this company. What you are doing is revolutionary.” “We studied Limeade in our Business class and I have been following you ever since – what you do is special and has purpose.” “Hearing about your culture, it seems like you are really good at showing care. I can feel it.” “Culture is so important- the vibe here is so awesome, I would be happy going to work for this company every day.” “You all are a business with a purpose that cares for employee's whole person well-being, that impacts so many people outside of your organization.” “I would turn down any other intern offer to get the chance to work with Limeade.” “Our generation is looking for companies where we can be who we are when we come to work, the focus you have on inclusion is so much more important to me than free lunches, unlimited PTO and other crazy benefits. I want to find a place to work that I can call home.”