The first thought that concerns a leader, when they start building their company’s culture, is what they aspire it to be. It is the dream of any leader to aspire for greatness. Trying to outline what they aspire the company to be is easier and exciting. It does not force you to work in any direction resolutely, and thus any leader starts with defining what they want the culture to be.
Yet, when it comes to walking the talk many fail and they wonder why. Therefore, instead of being stuck with the aspiration, embody the following principles to foster a dynamic culture- authenticity, uniqueness, and profitability.
Authenticity to Help Fulfill Commitments
Acquaint yourself with the reality of your current culture. Let the employees label the best parts of your culture and the parts that work as of now. Afterward, the organization can glean how the current culture aligns with the aspired one. Does the system need an overhaul or minor changes would suffice?
You might even find that in isolated pockets of the company the culture might already be moving towards the aspirations. An authentic definition is important to effectively deliver on the promises made to various stakeholders. The authentic statement of culture can help dictate the actions of the leaders and allow them to meet the employees halfway.
The leadership’s approach can be adjusted to communicate the need to bring in maximum buy-ins and allow movement towards the elusive aspirational state. Identifying the authentic value of your company culture helps the employees to fulfill brand promise on a consistent basis. A definition helps to focus on the positive aspects of growth, rather than just focusing on broken perceptions.
Unique Culture to Amass A Following
Culture is the unique aspect of each organization and it is as varied as the employees within the organization. The uniqueness of your culture sets it apart. If it feels just the same as any other culture, it will attract talent present in every other organization. Highlighting the aspects that are unique in culture are derives directly from the purpose of the organization.
What is the purpose of the organization’s existence and who does it serve? The answer to what and for whom the purpose stand will allow the creation of a culture that is uniquely adjusted and well-differentiated.
The most common mistake that occurs while defining a workplace culture is the simplification or over-complication of the definition. Such labels of culture run the risk of either excluding people from the culture in the very beginning or being so complex that it conveys nothing. The definition should strike a balance between its simplicity and complexity so that the risk of confusion or exclusion can be avoided.
For example, a culture that emphasizes “putting customers first” might resonate with the sales department, but the department of operations may not affiliate with. Similarly, a culture statement that is a riddle will not resonate with many or perhaps any at all.
Profit Drives People
Your culture cannot deny the success of your business. A great culture is one that benefits the workplace and the business. At the end of the day, the success of the business defines whether there will remain a place where culture can be built. If the company is happy but is not making any profits then the efforts of all the stakeholders are in vain. The true potential of the company is hidden if there is no profit. Purpose follows profit and the company follows the cash.
Once the money runs out, the mission crashes. Your culture should be authentic and unique, but on top of that should also create and sustain consumer base. Culture building can be a creatively enhancing endeavor but do not confuse busyness with productivity. The bottom line of any business is profit.<< back to Content