Enterprise Culture Doesn’t Have to Suck Part 2: The 6 Step Cure
By Jerry Lin
As a recap of part I, we discussed why enterprise culture is susceptible to issues and the symptoms of a stagnant culture. So, where should companies even begin to tackle this challenge of company culture? Here are some initial steps that any company can take in developing a winning culture to call their own.
1. Diagnose the Problem
When someone feels sick, they don’t blindly reach around the medicine cabinet and take whatever concoction they find. Addressing company culture is no different. Achieving a successful transformative shift begins with identifying the issues and factors damaging company culture, and then prioritizing them by the level of harm caused. From there, companies can apply the 80/20 rule and hone in on the top 20% of issues that are causing 80% of the cultural challenges. Diagnosing cultural issues is less of a challenge for executives who consistently have their finger on the pulse of the company. Executives that are in the dark will need to start observing the dynamics at play. Engage with employees in a meaningful way to do what all great executives already do — listen to what employees have to say.
2. Get Help
Much like our own shortcomings, it’s not easy for a company to admit their problems. But if an organization is able get past, admit their shortcomings and reach out for help, immense value can be unlocked. Looking outward for help means gaining fresh new perspectives, ideas and strategies to tackle issues with company culture. Start by exposing yourself to companies that exhibit winning cultures. Note what makes them tick, how they’re run, and the qualities that their employees display. Better yet, partner with companies that have a track record of successfully transforming company culture. No two organizations are identical, so by no means will the same approach produce the same results. Companies can learn a tremendous amount if they are willing to take the first step and send out an S.O.S.
3. Leverage the Company’s Existing Cultural Strengths
Changing your culture for the better doesn’t mean leaving the culture your company built over the last few decades behind. Much like each individual within the organization, there are a number of unique qualities that every company can trace its success back to. These are the qualities that companies should take advantage of to propel its transformative shift forward.
4. Take Ownership and Lead the Charge
Culture change isn’t something that can be delegated and left to its own devices. Whoever is at the helm will need to completely embrace the ideals of change, and let it permeate throughout the organization. Certainly, embracing change from the top-down is easier said than done and remains one of the most difficult hurdles to overcome. CEOs and executives that truly understand this have reaped incredible results. One such example is John Legere, CEO of T-Mobile, who explained the key to turning his company culture around was one of the first to reinvent himself. He put himself in the trenches to connect with his employees in a genuine way, and came to grips with the true issues that were plaguing his company’s culture. (See #1)
5. Truly Value Openness and Transparency
Trust is an essential ingredient in developing healthy company culture no matter the circumstances. What better way to foster trust than to openly communicate with your company? And no, monthly company-wide emails filled with motivational cliches don’t cut it. Executives need to commit to having open door policies and keeping everyone in the loop. Set up regular retrospectives and let the employees do the talking. Sincerely listening to employee concerns with a solution-oriented mindset is one of the best ways to foster trust throughout the organization. When everyone is on the same ship, it only makes sense that they will perform better knowing the direction the ship is going, and the obstacles along the way.
6. Identify the Influencers and Resistors
Transforming company culture is not something that can be achieved alone. Therefore, identifying those sympathetic to cultural change is crucial. Bring them on board and challenge them to be the organization’s change agents. Clearly lay out the strategy and vision and ensure everyone understands the role they have to play in championing the transformative shift. The influencers have one of the most vital roles of dealing with the inescapable uncertainty and ambiguity that accompanies any cultural change.
Change itself is hardly ever the main problem. Resistance to change is the issue. Identifying those most resistant to change, whether actual or potential, is just as important as finding your influencers. Cynicism needs to be brought to the surface and addressed in a meaningful way by having transparent avenues of communication and feedback available to everyone. Left alone, cynicism and negativity can fester and eventually bring any potential for cultural change to a standstill.
The above are merely steps in the long and uphill journey of achieving a monumental shift in company culture. Even if your company is one of the few willing to take the leap of faith and transform their culture, the work doesn’t end there. A healthy company culture is nurtured and maintained over time. So for those vying for change, I pose two questions: How much do you truly value company culture? More importantly, what are the consequences of continuing to do absolutely nothing?
Jerry Lin is the Business Operations and Legal Affairs Manager at TribalScale. After spending time in the finance and legal world, Jerry stumbled upon the tech industry and has remained there ever since, fueled by his passion for technology and innovation. During his time studying law in the U.K., Jerry’s love for travelling took him to over 30 different countries across Europe and Asia. After being a Nomad for the past 7 years, he is happy to call Toronto his home.
