We’ve been hearing a lot of buzz surrounding company culture and it’s importance in today’s business world. If you are one of the curious souls working toward building a holistic team of dedicated employees who are willing and able to contribute to the success of your organization, you may be wondering how you can build and sustain a healthy company culture.
Like fingerprints, no two companies are exactly alike, neither are their cultures. In today’s dynamic business world, understanding the components that constitute a successful company culture may be a daunting task. So let’s step back and look at what you may already know, but what may not be true.
Here are 5 myths surrounding corporate culture:
- Company Culture is not Important
If your organization is all about achieving great results without paying any attention to an individual team member’s contribution, then you are missing out on leveraging an important part of your business. Human capital and the culture it carries with it is a single vital resource that keeps the organizational wheels turning. It’s comprised of individual experiences, attitudes and motivations and it’s up to you to organize it in a way that will benefit the greater good of your company.
- Culture is Stagnant. It’s Hard to Change.
Today more than ever before, organizations have to adapt to the ever-changing business needs and move fast in this process. And since corporate culture integrates behaviors of its individual members, enabling them to adapt to the change is crucial. Some cultures are more adaptive than others, and some are more bureaucratic and rigid than others. If your team members share the same values and are allowed to make decisions based on the experience and collaboration rather than rigid corporate rules, your entire organization has a greater chance to succeed.
- People care only about benefits and money
This is another dangerous myth that assumes that your employees are motivated solely by the monetary gain. Dangling a carrot in front of a donkey may be a great way to get him to do what you want, but when it comes to working professionals, they are motivated by much more than just the financial gains. According to Time Magazine, recognition, idea sharing and leadership empowerment are key to building passionate and motivated teams. Cultivating the environment of collaboration and allowing your people to apply their creativity, independent thinking and initiative is a far greater motivation than just a promise for a raise at the end of the year.
- Top Management only cares about the results
If you are in a mid-level position with the team of 3-5 employees working on reaching mutual goals, don’t assume that your C-level management is there only to demand deliverables and great results. They are there to support and provide your team with tools and necessary resources. Reach out to your executive team with any questions and concerns and keep the lines of communication about your team’s needs open. Don’t be afraid to ask for help and you will be surprised by how much they really want to support you.
- My employees see me only as their manager
Even in the most vertical organizations, mid-level managers aren’t always perceived by their employees as dry, direction-given and strict bosses. Your team cares about you from a human perspective and they do want to relate to you on a personal level. They pay attention to your reactions and mood more often than you think and learn to adjust their behavior accordingly. Cultivating trust and opening up to your co-workers on a personal level is an important building block for a healthy company culture.
As you can see, while culture may be overlooked as a necessary element of the corporate success, it has to be taken seriously for the sake of your team, the way you relate to them as a manager and the wellbeing of your whole company. And if you want to help your organization become a better place for everyone, try to understand what makes your own culture unique and what adjustments you need to make in order for it to become the moving force behind the progress.
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