Explore the importance of building and maintaining an intentional culture, especially in times of crisis to help your organization return from COVID-19 stronger and unflappable.
3. Goals for
Today
1. What is culture and why
does it matter
2. Why does it matter even
more now
3. Tips to protect your culture
4. What is culture?
The collective values, norms and
beliefs of the organization
Schein, 1990
Culture is not a surface phenomenon,
it is the very core of who your organization is.
5. Culture characteristics
• Abstract
• Unconscious
• Dynamic
• Relative “goodness” not absolute
• Powerful
Culture is to
organizations
as personalities
are to people
6. Culture examples
Top Down vs.
Participative
Decision Making
Rigid vs.
Relaxed
Cold vs.
Caring
Disjointed vs.
Integrated
Number Focused vs. Quality
Focused
Hierarchical
vs. Flat
Micromanaged
vs. Autonomous
Reactive
vs. Proactive
Secretive vs.
Honest
Relationship Saving
vs. Truth Telling
Indifferent
vs. Curious
Trust Creating
vs. Trust Destroying
8. 1. It drives behavior
What to pay attention
to
What things
mean
How to react
emotionally
How to behave
9. 2. It creates a more aligned organization
SOCIALIZE
NEW EMPLOYEES
SET
EXPECTATIONS
INSPIRE +
CONNECT
How am I supposed toact in
this new place?
What is expectedofme?
What behaviors arerewarded?
Do I feel partofsomething
bigger?
Is this something I am inspired
by + proud of?
10. 3. It helps you get better results
Revenue Growth
Employment Growth
Stock Price Growth
Net Income Growth
682%
282%
901%
756%
166%
36%
74%
1%
Average increase for 12 firms WITH
performance-enhancing cultures
Average increase for 12 firms
WITHOUT performance-enhancing
cultures
Corporate Culture and Performance (2011), Kotter and Haskett
11. Aligned cultures get better results
Nursing units that improved positive
practices saw improved performance in
subsequent years.
Table 1: Positive Practices Dimensions
with Definitions
Caring
People care for, are interested in, and maintain responsibility for one another as friends.
Compassionate Support
People provide support for one another including kindness and compassion when others are
struggling.
Forgiveness
People avoid blame and forgive mistakes.
Inspiration
People inspire one another at work
Meaning
The meaningfulness of the work is emphasized, and people are elevated and renewed by work.
Respect, Integrity, and Gratitude
People treat one another with respect and express appreciation for one another. They trust one
another and maintain integrity.
26%
8%
Increase in patient
satisfaction
Reduction in voluntary
turnover
Cameron, et al. (2011) Effects of Positive Practices on Organizational Effectiveness. Journal of Applied Behavioral Science, 47, 3.
12. Culture as a competitive advantage
92%
60%
Culture
influences their
desire to work
there
Culture is a competitive advantage that differentiates their company
from their competition
Cultures That Care Study, Limeade Institute, 2020
73%
Culture is the
reason why they
would choose
one workplace
versus another
81%
Culture
influences
whether they put
as much effort as
they can into
their work
88%
Culture influences
whether they keep
working there
ATTRACTION SELECTION ENGAGEMENT RETENTION
13. 4. Your board is going to start caring about it
(if it doesn’t already)
The board, the CEO, and senior management
need to establish clarity on the foundational
elements of values and culture — where consistent
behavior is expected across the entire organization
regardless of geography or operating unit — and
develop concrete incentives, policies, and
and controls to support the desired culture.
RECOMMENDATION:
14. 5. It is uniquely yours…
it’s what makes you special
You should
want to do
the culture
work!
You need to
do the
culture work
You can’t
copy and
paste
someone
else’s culture
15. Poll Question
• Not at all
• A little
• Somewhat
• To a good extent
• To a great extent
To what extent has your organization
“taken on” the culture work?
?
16. Why should we care about culture?
1. It drives behavior
2. It creates a more aligned organization
3. It helps you get better results
4. Your board is going to start caring about it
(if it doesn’t already)
5. It is uniquely yours…
it’s what makes you special
18. “How companies manage the next five months
will define their reputation as an employer for
the next five years.”
- Brian Kropp, Chief of HR research for Gartner
19. Your company has an opportunity during this
time of crisis…
Fear,
Uncertainty,
Doubt
Trust,
Resiliency,
Positivity
20. Limeade Results Model
Companies achieve better people and business results when they actively show CARE for
employees, and help their employees care for themselves.
21. Ways I’m seeing companies handle this crisis
Hunker
down
(fear)
Business as
usual
(denial)
Culture &
care
(humanistic)
22. Poll Question
• We’re hunkering down
• Business as usual
• We’re focusing on culture and care
• Other
How is your organization handling this crisis?
?
24. Tips for protecting your culture NOW
• Be honest about your organization’s challenges
• Explain why you are making the decisions you are
• Fill communication voids with multimodal, multileader approach
Increase trust and transparency
• What your mission is and how each employee is contributing to it
• What your values are and why they matter
• Support for the values and how they come to life
• Importance of employees to the success of your business
Quadruple communication from
leadership
• Company and peer recognition for employees who are role models of your values
• Talk about it, write about it, create videos about it
Recognize employees for living
the values
• Formal and informal
• Employee resource groups
• More fun
Create opportunity for more
social connection
• Focus on whole person well-being
• Actively support your employees’ well-being
Care about people as human
beings
25. On a scale of 0 (Not at all likely) to 10 (Extremely likely), how likely are you to
recommend your organization as a great place to work?
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
0 (Not at
all likely)
1 2 3 4 5 6 7 8 9 10
(Extremely
likely)
When participants say their current organization DOES CARE about them…
Cultures That Care Study, Limeade Institute, 2020
NPS= +32
26. On a scale of 0 (Not at all likely) to 10 (Extremely likely), how likely are you to
recommend your organization as a great place to work?
When participants say their current organization DOES NOT CARE about them…
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
0 (Not at
all likely)
1 2 3 4 5 6 7 8 9 10
(Extremely
likely)
Cultures That Care Study, Limeade Institute, 2020
NPS= -89
27. On a scale of 0 (Not at all likely) to 10 (Extremely likely), how likely are you to
recommend your organization as a great place to work?
When organization CARES vs. When organization DOES NOT CARE
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
0 (Not at
all likely)
1 2 3 4 5 6 7 8 9 10
(Extremely
likely)
Cultures That Care Study, Limeade Institute, 2020
28. Focusing on culture and caring for your employees not only
is the right thing to during this time of crisis, it’s also what
you should keep doing going forward.
29. Key
Takeaways
1. Culture is a competitive
advantage
2. Culture matters even more now
3. Protect your culture by being
intentional about it
30. “Customers will never love a company
until the employees love it first.”
Thank you!
— Simon Sinek
33. Poll Question
• Not at all
• A little
• Somewhat
• To a good extent
• To a great extent
To what extent does your organization’s
culture help attract talent?
?
34. Poll Question
• Not at all
• A little
• Somewhat
• To a good extent
• To a great extent
To what extent has your organization been intentional
about its culture?
?
36. “I am committed to my organization.”
94% say they are
committed to their
organization when
their org does
care.
36% say they are
committed to their
organization when
their org does not
care.
Favorable Neutral Unfavorable
WHEN ORG CARES WHEN ORG DOES NOT CARE
Cultures That Care Study, Limeade Institute, 2020
35%
5%
29%
94%
36%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
37. “I intend to stay at my organization for at least…”
More than
5 years
3 - 5 years 1 - 3 years
1 year
or less
Prefer Not to Respond
WHEN ORG CARES WHEN ORG DOES NOT CARE
Cultures That Care Study, Limeade Institute, 2020
48%
17%
25%
18%
9%
58%
14%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
76% intend to stay 3+
years when their org
does care.
23% intent to stay 3+
years when their org
does not care… AND
almost half (48%) say
they are only staying 1
year or less.
38. When employees feel like their organization cares, they
have…
Higher
Engagement
Higher
Commitment
Lower
Stress
Higher
Intention to Stay
Higher
Inclusion
Higher likelihood
to recommend their
company as a
great place to work
Cultures That Care Study, Limeade Institute, 2020
39. Which of the following are the most
important cultural attributes that
show the organization cares about
you? Pick 5 from the list.
Supportive
Invests In The Employees
Values The Whole Employee
Trusting (Trusts Its Employees)
Caring
Listens
Trustworthy (Can Be Trusted)
Flexible
Honest
Transparent
Inclusive
Learning Oriented
Growth-minded
Cultures That Care Study, Limeade Institute, 2020
What does a culture
that cares look
like?
40. How do you do this?
Create an employee experience
and culture that shows your
employees you care.
41. Culture is to organizations
as personalities are to people
Employee Experience
is to organizations
as behaviors are to people
42. Get references for climate def.
EX without an
aligned culture
=
Culture without
an aligned EX =
not authentic just good
intentions
43. Tips for transforming your culture
1. Be clear about what business problems you are addressing
2. Think of yourself as a culture architect
3. Take a top down and bottom up approach
4. Start with your values
5. Determine the gap between current and aspired values
6. Follow the intentional culture circle
44. The power of culture to attract
“I came to this career fair just for you
guys!”
“Culture is so important — the vibe
here is so awesome, I would be
happy going to work for this
company every day.”
“I would turn down any other intern
offer to get the chance to work with
Limeade.”
Notas del editor
The COVID-19 crisis is shining a light on corporate cultures (for the better or worse), and the type of care --or lack thereof-- that companies are showing to their employees will impact not only how they cope during this crisis, but what they are left with on the other side of it.
Dr. Laura Hamill will explore the importance of building and maintaining an intentional culture, especially in times of crisis. She will also discuss how to not only protect, but strengthen, your culture in uncertain times.
I have been working in this field since 1994—how could that be?
I have been a student of culture for that whole time
I have been demoralized by culture, I’ve been inspired by culture
I have seen the magic that can happen, as well as the disappointment
I have had the privilege of getting to work on culture assessment and transformation in many different companies, large and small
One thing I’m now so clear on…culture can be your competitive advantage
CPO
CSO
Org psychologist
Personal story/anecdote:
Experiencing so many dichotomies (polarities)
Nice to be home, around my family but struggling with feeling connected to my team
Relief that some things in my schedule were postponed but then worried about how I’m making a difference during this time
Grateful to be able to work from home (someone recently told me the statistic that only 7-10% of the US population can work remotely) with not feeling like I can concentrate or that my work area is set up well
Acknowledging the fear and the reality with still being positive and resilient
Trying to do some simple things
Text, teams, say hi to my team—just learned how to use a gif, my team is cracking up at me
Walk my dog everyday—he’s over it
The stuff I get to study is more important than ever—my well-being mindset, caring about my team and this company are more important that ever
I’m excited to talk with you today about
What culture is
Why it can be a competitive advantage
what it means to have culture that cares
And How you can transform your culture
This topic is more relevant that ever:
Organizations still struggle with attracting, engaging and retaining talent
They struggle with aligning their organizations and keeping customers
Increasing demands from employees and shareholders to maintain environmental, social and governance ESG requirements
And more transparency than ever before on what happens in organizations—leaders can’t hide from their culture issues
Culture is at the core of all of these
Let’s dig in!
Culture is the collective values, norms and beliefs of the organization.
Any group of people that is together to achieve a shared goal
What’s important, what we believe, how we act
It is not what you see at the surface, it is what is at your organization’s core
In fact what you see on the surface can confuse you about the culture
For example, if you walk into a busy office for the first time and see everyone running around, looking really busy
What you see is not culture
You have to dig deeper and ask why—why are the behaving in that way?
It could be they look busy because they are disjointed, error prone, not focused on quality or it could be because there is high growth and excitement about a new customer…what you see on this surface is not culture, you must dig deeper—why are we doing what we do?
Why culture is hard and important
Abstract, even elusive: Hard to put your finger on it—what words would you use to describe it
Unconscious: Once you become part of it, you don’t even see it anymore
Dynamic: It surrounds us, it’s always morphing
Relative “goodness” not absolute: Important to understand culture is not good or bad—it’s not absolute, instead we can evaluate a culture by the extent to which it is helping or hindering the organization in meeting its goals
Powerful: Finally it’s powerful—it guides behavior—employees learn really fast how they are supposed to behave
These characteristics are similar to how we might think about personality—culture is to organizations as personalities are to people.
Take an example of the personality characteristic of extraversion—it guides my behavior, it is unconscious, not necessarily good or bad, but could fit better with certain situations (like certain careers more than others)
Being part of MS’s culture; getting on a conf call with friends from graduate school
Just to give you a feel—but this is by no means exhaustive
Not one or the other, it’s a continuum
Think about the organization you work in now…to what extent do you believe that your organization is top down vs participative? Why is that? How do you know that? What experiences have you had to make you think that? How is that working for your company? Is that helping your company achieve it’s business strategy?
There’s a lot to consider with even one cultural attribute—now think about combinations of cultural attributes and determining which ones you need to pay the most attention to…you can see that this is a complex topic. Later, I’ll share with you ways you can start to understand this for your organization.
Okay, so hopefully it is making sense to you what culture is, now let’s talk about why we should care about it
Fundamentals of what culture is, now let’s talk about why you should care about it
The number one reason why you should care about culture is because it drives behavior
Every single day, every hour, your employees are “guided” by your culture
They learn very quickly how they are supposed to behave
I call it Path A or Path B
Simple example: you are a new employee and you are at your first company meeting—you have a question and you realize it might be controversial
What do you do? You look around and see—are others asking questions? If they are, does it seem to be supported and encouraged? Was it answered? How was it answered?
You decide to go for it and ask…and then your manager comes up after and says why didn’t you just ask me that question, you kinda put me on the spot
You learn right away…I’m not supposed to do that and next time you won’t
Employees adapt
And if they don’t adapt—they quit or you fire them…it is that strong
The next reason why you should care about culture is that is helps create a more aligned organization
Surface level when newcomers start
“Revealed” over time, as newcomers become “permanent”
Teaching process
It helps you set behavioral expectations
How are we supposed to be here? How do we treat each other? It gives you a language and litmus test
For example, our values at Limeade are part of are daily talk—I’m going to own it, way to be it, to speak plainly—it clarifies expectations
Our culture is also a way to make people feel connected to something bigger, to be inspired--I am part of this place that is more than just making widgets, it’s about how we make widgets, how we are with each other when we are making widgets, that can be really inspirational
A great example of this is a manufacturing line—WABASH?
In any great organization it is far, far safer to be wrong with the majority than to be right alone. John Kenneth Galbraith
What is also important about culture is that when your culture is aligned with what you are trying to achieve as a business, you get better results
A study by Kotter and Haskett found that those companies with aligned cultures had higher growth—revenue, employee, stock price, net income
They used the term performance enhancing, which had to do with the culture enhancing the business strategy or being aligned
Culture has to align with and support strategy--Strategies fail when the culture is not aligned
Insurance company example:
Large insurance company
Hired to assess and transform culture
Kickoff meeting: top floor, formal escort, large board room with long oak table
Two people at end, everyone else all around, formal, no smiles, not interacting with each other, serious
These weren’t good signs
And when I dug into the culture and conducted the culture assessment—I found issues related to trust and fear, afraid to take risks, not feeling valued
What is important to note is their business strategy was focused on creating new innovative products and new business models that required levels of creativity and innovation that they had never had before
Huge disconnect between culture and strategy
Must be aligned
Here’s another example of how an organization got better results by focusing on their culture and making sure it was aligned
In this three year study, nursing units had higher patient satisfaction and lower turnover after they implemented positive practices like caring, compassionate support, meaning, gratitude
Think about how aligned these practices are to patient satisfaction
Their culture is aligned with the business outcomes they are striving for
And they got better results
Over a three year period, those nursing units that improved their positive practices saw improved performance in subsequent years
Results reveal that, with the exception of the overall satisfaction measure (which deteriorated in the health system between 2005 and 2007), units that improved the most in positive practices realized 0.7 standard deviation units greater improvement in patient satisfaction with pain management and in willingness to recommend the organization than did units that improved the least. This represents an approximately 26 percent increase in patient satisfaction rating in the units that improved the most. The highest improving units realized 0.2 standard deviation units better record regarding voluntary turnover than did the bottom quartile of nursing units (an 8 percent improvement).
In Study 1, positive practices in financial service business units were significantly associated with financial performance, work climate, turnover, and senior executive evaluations of effectiveness.
In an industry in which positive practices might be assumed to carry little importance, organizational performance was substantially affected by the implementation of positive practices.
In Study 2, improvement in positive practices over a two year period in health care units predicted improvements in turnover, patient satisfaction, organizational climate, employee participation in the organization, quality of care, managerial support, and resource adequacy. The specific positive practices that emerged as most predictive (in Study 2) were those associated with the development and support of human capital—including fostering respect, integrity, gratitude, compassion, forgiveness, inspiration, and meaningful work.
Recently we conducted a study in Limeade Institute, 1237 employees across the US, across industries
New study we just finished
On this topic of how employees think about culture and how important it is to them
60% Culture is a competitive advantage that differentiates their company from their competition
Audi: Culture of Trust
No luxury auto brand in the U.S. market has achieved greater relative gains in sales and market share during the period of the Great Recession than Audi. Desirable products, distinctive marketing and the overall leadership of former CEO Johan de Nysschen deserve much of the credit, but so does the early recognition by his team that Audi wasn’t going to turn around its long-term prospects in America without getting buy-in from its very disaffected dealers and employees.
In 2008, Mark Del Rosso was a general manager at Toyota, but left to become chief operating officer at Audi of America. He was stunned by several dysfunctional aspects of his new company, including vast distrust between dealers and management over sales practices and sour dealings between top Audi executives and field managers. Gradually, but forcefully, Del Rosso created a culture of trust, in part by requiring all headquarters employees to read Steven Covey’s book The Speed of Trust (Free Press, 2008).
Executives and staffers who couldn’t—or wouldn’t—engage in the new approach turned over. “Once a new culture becomes so strong, people who don’t get it will sit on the side, and then they’ll either leave—or you help them leave,” Del Rosso said. “We had some of both.”
Another really thing to consider—if this hasn’t happened already, your board is going to start caring about culture
This report is recommending that boards start caring about culture and that they develop concrete incentives, policies and controls to support the desired culture
I got so excited about this report from the National Association of Corporate Directors
Here are a few other quotes I got really excited about
“Strong corporate cultures contribute to success and lasting value in the same way as product quality and R&D.”
“Like risk, culture is a shared responsibility that starts with the CEO and top management, extends to all employees, and includes the board—“it’s everyone’s job.”
On top of this, CEOs are being replaced for bad cultures (for example Nike, Away)—and many organizations have done next to nothing to give culture the attention it needs
And the last reason I think you should care about culture
It is what makes your organization special—you have unique businesses, strategies, people, founders, leaders, challenges
You can’t just copy and paste someone else’s culture
Your organization needs to do this work and I think you should want to—it is some of the most meaningful work we can be doing
Okay, so now I hope you are with me—you understand what culture is and why it matters
Now let’s take a pause and get some input from you—we will do a poll question
To what extent has your organization ”taken on” your culture?
Fundamentals of what culture is, now let’s talk about why you should care about it
We call this the intentional culture circle
These are the steps you need to take to make changes to your culture
This is HOW you do it, not what your focus on in your culture. So for example, we have articulated why our culture matters and how connected it to our business strategy. We have behavioralized our values. And in order for us to continue to make it real we need to
Make sure our employees, managers and leaders are all learning about it
We measure it through our GCI
We have formal and informal champions
That we have ongoing communication about our culture
That we have intentional ways our employees can experience our culture
Big ways like Anything is Possible, company meetings
But also smaller experiences in the day to day work
Recognize: small peer to peer through our values, annual awards, manager awards, more regular peer nominated awards
And all of our people practices: hiring, onboarding, performance management and letting people go: make them nauseatingly consistent
Use technology to scale your culture and provide moments of care—this is what we are doing with Limeade EX platform
Who else but you? Every function can play a critical role in building and transforming culture
Southwest Airlines: Relationship-Building (SHRM)
Southwest Airlines is intentional about their culture
They are clear about what kind of culture they want
And they use many of the aspects of the intentional culture circle I just described:
such as recognition programs, companywide surveys, special awards and a companywide Halloween celebration.
“We’re a culture of relationships, so bringing people together is a big part of building relationships, and it’s a big opportunity for the variety of generations we have in the workforce to be in a social environment,” explained Cheryl Hughey, director of culture services for Southwest. “We always need to boost who we are, what we do, and what it means to be living the Southwest way.”
That foundation helped when Southwest acquired AirTran Airways in 2011 and had to integrate 8,000 new employees. It was no stretch for Southwest to create its Wingmate program, under which Southwest employees volunteered to “adopt” AirTran employees via e-mail, guide them through the transition, and then meet personally with them as the merged airline’s employees moved through Southwest training at Dallas headquarters. “We avoided having that ‘takeover’ feel because of that program,” Southwest’s Hughey observed.
Finally and with a slightly different view…let’s talk about net promoter score
For the “org does not care” group, very low net promoter score…subtract the number of promoters (9,10s) from detractors (0-6)
If you take one slide away from this…take this one
How compelling is this, what a story this tells
-89 to +32=an absolute difference of 121 points!
There are many reasons:
It drives behavior, it helps you get more aligned, aligned cultures get better results, your board will start requiring it
Learn what culture is and why it can be a competitive advantage
Learn why your culture should have more care
Tips for transforming your culture
Leave you with this quote
Thank you so much for your time today
I hope you feel excited about your opportunity to be more intentional about your culture and that you see the value in creating a culture that cares
These topics are even more important now than ever before, even exacerbated as we face the Covid-19 virus pandemic
I hope all of you stay healthy and maintain your well-being during this difficult time
Take care of yourself and each other
At Limeade, we are really clear that our employees experience our culture all the time
Of course through big events and company meetings
But also in conference rooms, in 1:1s with their managers, over email
It’s what we recognize and encourage
And our employees tell us it’s a big reason why they come to work each day and give their all and it’s why they want to stay
Our culture is what makes Limeade, Limeade
Other companies we work with get the power of culture.
After 34 years of innovation leadership in trailer manufacturing, Wabash National was eager to enter a new era of growth and transformation, but the company faced an obstacle: a dispersed, disconnected workforce of around 6,500 employees across more than 15 manufacturing sites.
With more than 80% of employees classified as “deskless” workers, many weren’t seeing the daily communications orculture-enhancing messages designed to emphasize the company’s values, purpose and objectives.
From the start, the Wabash National team wanted to show they care for employees. App writers used channel posts to give employees shout-outs for everyone to see and employees quickly gravitated to the kudos feature, sending each other messages of encouragement.
Visible CEO who regularly posts and communicates to employees and actively shows them that he cares and the company cares
We’ve been talking now about culture in general terms
And I hope you have gotten the message of how important it is to align your culture with your business
I’d like to dig into the concept of a culture that cares…and push you to consider why this is important for your organization
While I’m talking during this section, there’s something I’d like you to think about
Think about your company’s business strategy
Does it involve: Customers, patients, or employees?
For example: Customer satisfaction, customer retention, patient satisfaction, innovation, employee retention, productivity, employee engagement?
If your strategy has a human component to it, I would like you to consider this—you need to have care in your culture
Let’s start with some data
Earlier, I mentioned that we recently did a study with over 1200 participants and we asked them a variety of questions about the importance of culture
We also asked them about their current working situation
First we asked them whether or not they thought their company cares about them
Then we compared that to some other items—here we are looking at commitment
We know commitment is related to intention to stay, engagement, OCBs—feelings of commitment matter
What you can see here is that employees who felt their organization cares about them were 94% favorable on commitment compared to 36% when don’t care
Similar trend when we ask about intentions to stay
Not perfectly correlated with actual attrition, but highly correlated
Orange—saying they are going to stay more than 3 years, dark orange more than 5
So there were quite a few other important findings from this study, but to sum it up
In this same study we asked participants to pick the cultural attributes that are the most important for an organization to demonstrate care
Supportive, Trusting, Listens, values the whole person: Care is a combination or constellation of culture attributes
Think about this for your organization—can you say that your organization is strong in these areas? Which of these are authentic in your organization?
Many of you have heard us talking about whole person, whole company, whole ecosystem care—this is really reflected here…caring about people as people, supporting them, listening to them
Supportive 9% Invests in the employees 9% Values the whole employee 8% Trusting (trusts its employees)
8% Caring 7% Listens 7% Trustworthy (can be trusted) 7% Flexible 6% Honest 6% Transparent 4% Inclusive 3% Learning oriented 3% Growth-minded 3%
So, we’ve talked about what culture is, why it matters
Then we dug into why cultures that care matter
Let’s talk about how you tackle this
Remember before, culture is to organizations as personalities are to people
We can extend the analogy…employee experience is to organizations as behaviors are to people—how do your employees experience your culture?
Culture and EX need to be aligned
EX without an aligned culture = not authentic
Culture without an aligned EX = just good intentions
In a company
WLB program not being enacted
As you know, we focus on care and the data tells us that we should
So we want organizations to not only have a culture that cares, but also an employee experience that demonstrates care
We want your employees to experience regular MOMENTS OF CARE—are you listening? Spending time with people? Seeing them as human beings? Helping them work through difficult times? Helping them reduce the stress they feel from work? There are real, day to day, hour by hour ways that we can show we care
Low customer retention? Changing industry? New innovations?
Own the concept of culture architecture
Leaders are critical, but employees are just important
Remember big list of culture attributes? A shortcut is to use your values
Follow the intentional culture circle
Leaders should not focus on culture change – focus on a business problem“If a leader just starts with how you change the culture then he already doesn’t understand the problem. You never start with changing. It’s like saying: would you decide someday to change your personality? The first question would be: Why would you want to do that? That’s the question I would ask any leader who says I think we need a culture change. I would say: 1) what do you mean by culture; and 2) why do you think you need to change at all? I would want to know: what’s your business problem, what isn’t working, why are you change-oriented in the first place?”
Another important result that you should consider: How is your culture impacting your employment brand?
So one of my teams is responsible for recruiting and they are always telling me these stories about what happens at career fairs
Long lines
Quotes like this
The other companies are jealous—what are you doing at Limeade?
Shouldn’t underestimate your employment brand and how much your culture influences that
“I came to this career fair just for you guys!”
“The reason I came to this career fair was this company. What you are doing is revolutionary.”
“We studied Limeade in our Business class and I have been following you ever since – what you do is special and has purpose.”
“Hearing about your culture, it seems like you are really good at showing care. I can feel it.”
“Culture is so important- the vibe here is so awesome, I would be happy going to work for this company every day.”
“You all are a business with a purpose that cares for employee's whole person well-being, that impacts so many people outside of your organization.”
“I would turn down any other intern offer to get the chance to work with Limeade.”
“Our generation is looking for companies where we can be who we are when we come to work, the focus you have on inclusion is so much more important to me than free lunches, unlimited PTO and other crazy benefits. I want to find a place to work that I can call home.”