Culture is one of the most critical pillars that keeps standing in the ups and downs of a company. It defines the success and growth of the team and the company.
Also wherever there is a team, a culture (good or bad) is already set within the team. Defined by the leaders and top management etc.
So how to build or rebuild a culture? Here are a few pointers:
You must model the behaviors and basic underlying assumptions you want to be true. Greatest shortcoming of a leader is wanting others to do something that she doesn’t practice it herself. For instance, a leader wants to set up “ownership and trustworthy” culture but doesn’t own her own weaknesses and expects employees to be upfront and own things. See the disconnect?
Others in the team will emulate what you do, so exhibit those basic underlying actions yourself and the team will follow.
Whatever culture we want to set, it should be consistent over a period of days, months and years to build it. It cannot be that one day we want ownership & trust, other days we want hierarchy and formal structure.
Also whatever process we want to follow to inculcate the culture, All hands meetings, one on one etc should be consistent. Yes, there will be learnings but the core process has to keep hitting the cultural attributes.
#Use All Mediums or Communication Channels
When companies buy Instagram followers, it proves the importance of communication through social media. In today’s environment, with the support of some advertising like bus stop advertising. We have different ways of communicating with the individuals or team. It can be meetings, remote video calls, internal social media, WhatsApp groups, etc.
Use all these to communicate the same core attributes, for example, if All hands meetings are for openness and gathering ideas, displaying an open culture of ideas. One on Ones and any team meetings should have the same theme, openness towards any ideas.
Now, this is no grand formula by any means for creating the culture that you want. Shaping a company’s culture and tapping into a team’s basic underlying assumptions is more art than it is science.
But consider these three elements — personal accountability, consistency, and richness — in how you’re upholding the basic underlying assumptions you want to make more real.
Pick one, commit to it, and see progress build over time. Slowly, but surely, you’ll see the difference.