What a season we’re in. The same conversations about impacts of COVID-19 are had daily, so we don’t need to rehash those. What we need to be talking about is how we lead culture development and sustainment through these times. Our decisions regarding how we use our time, money and energy are value statements and we, consciously or not, invest in what we feel carries the most value. This is shown by donating to a local food bank when we know others’ income may be impacted or checking in with those who may be quarantined alone. Patterns of value statements become our culture.
Why talk about culture now, when we’re trying to stay afloat and sift through the daily changes of legislation, pandemic trending, GDP results, and so on? Because it is your brand. Your consumer brand and your employer brand. How you lead impacts employees, their families, communities, and consumers. While some may have planned to focus on culture later in the year as an initiative, culture is truly developed in the day-to-day: where funding goes, who gets promoted/demoted/let go, what communication happens and what isn’t deemed important enough to share. You may be thinking, “But how can I reasonably expect that if… [fill in blank of circumstance] happens, we can positively shape culture? Because your true values are being acknowledged now more than ever and will become the stories that are told. Now is the perfect time to talk about culture.
Culture is not a product you can see or touch. It is the existence of observable norms, including language, habits, and behaviors. Norms don’t happen overnight, but instead over time as the culture remains committed to “becoming.” The following isn’t a comprehensive list, but a starting place of culture building efforts that can have significant impact. Culture development is not a separate piece of work: it’s what manifests in how leadership, communication, decision making, and performance management occur, are reinforced, and are tolerated. While the steps listed below include examples in the context of current events, these principles apply to developing culture at any time.
Employees are worried about today. They care about tomorrow, the quarter, the year, and the next three years, but their focus is on today and how to prepare themselves for tomorrow.
For example, when a stressed employee who is trying to complete a project expresses real challenges to their boss, the response might be, “be grateful you have a job.” This is a morale killer. That employee will begin job searching. Instead do the following:
Many organizations set annual goals with stated metrics focused on growth. While we may still desire these outcomes, unless you’re a major delivery-based retailer, they may be difficult to achieve. Adjust targets to provide reasonable challenges. When goals are meaningful to the individual and attainable, motivation increases.
People are experiencing a lot of change, and with that comes challenges to focus, managing new priorities and increased pressure. In addition, reductions in force may have occurred or are planned. It is also tough on those who remain, even when they understand the organization’s need for layoffs. Your survivors will need additional support, communication, validation, and engagement, specifically from their leader. During the most challenging times is often when the genuine social and psychological environment of an organization is most observable.
Being intentional and disciplined about your values and serving those who are impacted is more important now than ever. Others will feel it. They’ll tell others about it. And they’ll remember it. The stories that will be told are evidence of your culture and brand. Now go write great stories.
Ready to learn more? Let’s chat.
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