"Ninety-seven percent of the CEOs said their organizational culture strongly affects their ability to reach strategic goals," according to the results of a survey by Texas CEO MagazineTexas CEO Magazine in collaboration with Endeavor Management.
Office cultures, if not evolving, become boring and dormant, which can lead to rigidity and inflexibility to the cool tides of change. As such, when tested by sustained periods of economic or social stress, they begin to heave with a visceral groan that echoes across the organization.
While companies may financially thrive with boring cultures for a while, it is likely the lack of care will catch up with them at some point.
When it does, a variety of outcomes can occur. For example, employees may begin to show increasing signs of disgruntlement; they begin to defect. Recruiting new employees becomes more challenging as word gets out that the company's office culture is boring and stifing . Corporate revenues begin to decline, as do profits.
So, what can a company do today to begin the process of modernizing an outdated culture?
[Related: Employers, learn the components that go into a great work environment and culture]
Culture issue: Leadership is secretive and uncommunicative, leaving those who report to them in the dark as to what product or service strategies are on the horizon. They also are tightlipped regarding other imminent changes, such as potential mergers, acquisitions and/or layoffs.
This leaves managers and their direct reports anxious and incites their minds to foster what-ifs and other scenarios that may have nothing to do with the reality. When this void of anxiety is created, employees fill it in with their best guess, because no one is offering up the facts.
Solution: Behaving more transparently is a modern-day solution to the continually changing nature of the world and economy. Lifelong careers at a single company are rare, and the volatility of the jobs market means employees no longer feel secure in their roles for the long-term.
Creating a culture where the leadership doors are open – either virtually or actually – is one way to encourage a more trustworthy communication style.
As well, leaders can proactively and regularly circulate through their corporate corridors via physical walkabouts as well as one-on-one and small-group discussions and town hall meetings. This helps clear the air and provides answers to expressed and unexpressed questions.
For smaller companies, a daily walkabout by the ownership and/or senior leadership may be possible. The point isn't to micromanage, however, but instead to avail oneself to the needs of the employees – to behave as their resource to resolve questions and problems and to assist in putting out fires.
Culture issue: The physical environment is outdated, dull and uninspiring. Technology is aging, furniture is faded, the break room smells and the only office with any design savvy is the CEO's.
Solution: Be mindful that a majority of employees' weekday waking moments are spent at their places of business, and the more you entice them with an attractive "home," the more likely they will want to continue living there.
As well, an investment in your employees' surroundings can be an investment in your bottom line. Replace ragged furniture, apply fresh paint to marked-up walls and solicit artwork that inspires. Not only will it create a an uplifting office culture, but also a refreshed environment will be more conducive to recruitment efforts.
Furniture that is ergonomically fitted to the individual's role; e.g., a proper chair or standing desk for someone required to stay in one spot all day, will ensure physical comfort. The correct number and sizes of computers and their screens to adapt to the various and concurrent projects your social media associate, project manager or content editor is monitoring also is helpful.
Whether the company offers an open layout or one riddled with cubicles, take a hard look to see if that particular setup is working for the current employee base. If not, consider assigning someone in the company to assess or bring in an outside design consultant to revamp the spaces, accommodating and inspiring higher performance levels.
Culture issue: Opportunities for employee development or advancement are stagnant.
Solution: Amid periods of slow company growth and when promotion seems out of the question, employee development is still possible. In fact, perhaps even especially during slower times, the opportunity to cultivate employees is ripe.
During a tepid period, encourage curiosity and what-ifs, absorbing downtime with creative brainstorming and execution initiatives. Employees with unique experiences outside the industry or in their personal lives and hobbies could apply these experiences to improve the company's culture.
In other words, enable your staff to stretch and grow no matter what the current economic and business climate.
For small companies, the speed of culture transformation may be faster than larger organizations, simply because there are fewer people who need to buy in to and nurture the strategy. For larger companies, buy-in is more complex, but with the proper strategic plan in place, and key leadership and influencers taking actionable, deliberate steps over the long haul, changing a boring culture can be achieved.
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