As HR and People Operations leaders, we understand the significance of fostering a great company cultureSo, how do we create a culture that scales with our business while maintaining its integrity?
"If you want to be great, you can't do two things half-assed. You have to go all in and do one thing whole-assed." These wise words were shared by my jazz band leader during my high school years, and they still resonate with me even after two decades and a much-neglected saxophone.
As HR and People Operations leaders, we understand the significance of fostering a great company culture. In a world where uncertainty is rampant and challenges like racial injustice and inequity persist, living our values has become more crucial than ever. It's not just about having a mission statement on the wall or a list of core values; it's about wholeheartedly embracing and embodying our culture.
So, how do we create a culture that scales with our business while maintaining its integrity? Let's explore "The Culture Formula" that my team and I have developed, uncovering the key elements that drive a thriving organizational culture.
Culture isn't shaped by a single event or person. It's the sum of expectations and experiences that our team members encounter every day. Expectation encompasses our company's vision, values, and practices, while experience is influenced by the narrative, people, and physical environment.
To assess and strengthen our culture, let's consider these steps:
Bring team members from different levels within our organization together and create an open, judgment-free environment. Let's inquire about their understanding of expectations for their roles and departments, encouraging them to share the value they find in the experiences our company provides.
Particularly during times of economic upheaval, it's essential to evaluate and clarify our company's vision and values to avoid any perception of them being mere PR stunts. Here are some specific examples of how we can accomplish this:
To bring these principles to life, consider how Chobani, the Greek yogurt company, operates. CEO Hamdi Ulukaya talks about “the Chobani way,” which means being kind, achieving greatness, and “fighting like hell until we figure out the next big thing.” This approach clearly articulates the purpose and values of the organization and shows how they guide decision-making and actions.
By incorporating these specific examples into the evaluation process, we can demonstrate a genuine commitment to clarifying our values, even during times of economic turbulence. It shows that we are dedicated to nurturing an authentic culture rather than engaging in superficial PR exercises.
In addition to reaching out to trusted colleagues in other departments, senior leadership, or our board for feedback, we can also tap into valuable resources like TroopHR. These platforms provide insights and perspectives from HR and People Operations professionals passionate about building strong cultures.
As HR and People Operations leaders, we have the power to set the tone and guide our organization toward a culture that truly reflects our values. It's crucial to live our values out loud, demonstrating our unwavering commitment to our team and customers alike.
"If you want to be great, you can't do two things half-assed. You have to go all in and do one thing whole-assed." This quote serves as a reminder that building a strong culture requires a superior level of personal ownership and clarity. By aligning expectations and creating intentional experiences, we can propel our teams toward business outcomes that align with our stated vision.
For instance, at Design Pickle, my team and I have developed the Culture Formula as the foundation for everything we do. It's not merely a document on the wall; it's integrated into our daily practices, from team meetings to company-wide celebrations.
Let's remember that building a strong culture requires a superior level of personal ownership and clarity. By aligning expectations and creating intentional experiences, we can drive our teams toward business outcomes that resonate with our stated vision.
In conclusion, let's avoid settling for a wishy-washy approach to our culture. Instead, let's wholeheartedly embrace "The Culture Formula" that my team and I have developed, putting our hearts and souls into cultivating a culture that fuels our organization's success.
As HR and People Operations leaders, we play a vital role in shaping the culture of our organization. By wholeheartedly embracing "The Culture Formula" and utilizing valuable resources like TroopHR, we can create an environment where our teams thrive, our values shine bright, and our business scales with integrity.
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