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ZweigWhite Consulting
Every so often, there comes a burgeoning of chatter about workplace culture.
How do you identify
culture? Is there an ideal
work culture model? Can we
change our organizational culture? These are just some of the
questions involving workplace culture that have been discussed, analyzed,
and debated, time and time again.
One point in which there has been agreement is that a positive workplace
culture energizes employees. This increases productivity which, in turn,
makes both leadership and clients happy. Additionally, in today's
competitive workforce, a positive company culture can be just the edge that
is needed to recruit or retain much valued talent.
Understanding the nuances of workplace culture is certainly a healthy
exercise in creating a desirable workplace. However, no matter what type of
workplace culture model you find your organization operating in, there are
elements which should be present in every workplace to ensure a positive
workplace environment. And while not comprehensive, without these basic
elements, components of your workplace, including organizational morale and
client satisfaction, could be compromised.
Basic elements necessary for a supportive workplace culture include:
Company values
Accountability
Creating a trusting environment
Addressing external rumors
Company values
Company values drive the priorities of both employees and management. They
should be an expression of your firm's
shared values and,
ideally, should describe the culture of your firm. Though the responsibility
of expressing company values falls on all employees, the burden of
establishing those values falls on leadership. In establishing a firm's
values, it would be prudent to remember that a person's beliefs are
established by what they are told and reinforced by what they observe. As
such, an organization that wishes to build a strong value system should not
only clearly articulate their values (for example, ''talking straight,''
''solving societal problems,'' or ''work hard, play hard''), but should
demonstrate them in action as well.
In
order to determine your organization's current values, all levels of your
organization should participate in surveys or interviews which seek to
determine their perception of the company's values. Only then is it possible
to determine whether your firm is living up to their ideal values, or
whether change is in order.
Accountability
In today's workplace, many organizations pride themselves on having a family
culture work environment— one which is accepting of an employee's work/life
overlap, one that enjoys frequent happy hours or group outings. Among the
benefits that creating this type of environment can bring, there is often a
risk to accountability. The fear of hurting a likable employee's feelings,
for example, might interfere with holding them accountable for their
performance.
The most effective way a manager can ensure that their employees are
producing is to establish well-defined and measurable expectations. After
establishing these guidelines, they should be discussed with the employee to
check for understanding and address any lingering questions. Follow up with
the employee during reviews (or when necessary) to measure their performance
against the established metrics. While employees also share responsibility
in holding themselves accountable in meeting their expectations, remember
that, ultimately, what gets measured gets done.
Creating a trusting environment
Trust is a necessity in any healthy relationship. Employees must feel safe
enough to reasonably voice their opinions or suggestions regarding the
company without the fear of penalties. Additionally, management must be
honest and transparent with employees in order to facilitate a trusting
exchange.
Employees also have a responsibility to encourage a trusting workplace
environment. One surefire way to destroy a coworker's trust is to
participate in office gossip. Office gossip is virtually a given in every
organizational environment. Some can be as innocuous as how Amy's blind date
went on Friday. Others can be malicious or serve to create a negative
perception of a coworker or supervisor. Though management would do well in
being aware of the type of gossip that is circulating and, depending on the
severity, can help to stop it (by establishing no-tolerance policies
regarding malicious rumors, for example), quelling most gossip is a
responsibility that often lies most with employees.
Addressing external rumors
In addition to interoffice gossip, employers may be faced with a need to
address negative rumors that may surface in the community regarding the
firm. Rumors, which can be fueled by disgruntled ex-employees, or the
misinformed press, present a multitude of setbacks for organizations—
damaging morale, hampering productivity, and damaging relationships with
clients. Though some rumors offer a semblance of truth, the rumor mill
usually spins that truth into absurd conjecture.
Of
course, it would be counterproductive to pull everyone together to address
every rumor that has been heard surrounding the firm. However, it is up to
leadership to determine which rumor is severe enough to be addressed
publicly. Again, communication is key. Transparency is vital. Without it,
employees are left to draw their own conclusions. And their perception is
your reality.— KALI WILLIAMS
(kwilliams@zweigwhite.com) |
CONSULTANCY
SDN. BHD.
