A recent study by Gallup found that businesses with greater
percentages of engaged employees significantly outperformed their
competition—with earnings per share that were 147% higher.
In order for a company’s culture to be considered beneficial, it needs to succeed
at prioritizing the value of relationships between employees, across functions
and management levels—as well as inspiring creativity and achievement.
To get to that stage, employees need to embrace the culture and perform at
high levels. Yet, in order for employees to believe in and live out the attributes
that a company publicly stands for, leadership needs to model and embody the
company’s stated culture first. Employees naturally look to their leaders for
direction and modeling. Expect them to collectively study how management
operates and to follow their lead. Once they recognize an emphasis on culture
at the highest levels, employees will then feel affirmed and encouraged to
embody that culture.
Most companies were birthed from the creativity and character of an individual or team. Over time, their original work culture becomes the legacy that
the company is charged with maintaining. Should they succeed at continuing
to nurture and embody it, the company and its brand(s) are more likely to
continue to thrive.
Proving Culture by What You Do
It will be readily apparent to alert stakeholders—from employees at all levels
to trusted vendors and loyal customers—whether a company’s decisions and
actions reflect the virtues set out in its culture statement.
How can leaders directly create a positive and productive work culture that
lines up to the brand promise?
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Meet with employees from all
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Invite helpful feedback and
levels through town hall meetings.
suggestions.
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Speak clearly in ordinary terms.
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Show compassion and interest in
all roles.
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Modernize incentive programs.
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Invest in creative and inclusive
off-site retreats to refresh a new
three-year strategic plan.
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Reward loyalty, innovation, and
creative problem solving.
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Supply the office with modern
equipment that improves quality
of life.
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Use office decor to convey the orga-
nization’s culture, or to reflect what
makes the organization unique.
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Paint the break rooms in trendy
colors.
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Publicly recognize employees who
model the company culture in
exceptional ways.
Regardless of what you choose to do, constructive culture is more believable
when it’s relevant to the outside world. Leaders who regularly evaluate their
established company culture against culture shifts in society will score extra
credibility points with all.
Talk with your relationship manager or Client Services about investing to build upon
your growing culture. Sterling National Bank can help.
Proclaiming
a New Culture
> Culture is a leading indicator of
employee satisfaction so it needs to be
treated as an investment in the success
of the business. And it should have an
official creed to explain it.
Culture shifts change how workers
think and operate. The bold statement
or manifesto you create will become
the black and white benchmark for
employees to work by. It also will
determine how your brand comes to
life in your organization. So is it time to
craft a new one?
Evaluate your manifesto with input
from across functions. Pull keywords
from your mission statement and ask
a diverse team of employees how they
fulfill those. If words like innovation,
agility, transparency or compassion are
used, assess their presence and role
within your company.
Culture partially defines a brand,
but it also attracts and retains talent
while greatly affecting employee
commitment levels. When deeply
entrenched in a company, the culture
manifesto actually becomes a filter for
pivotal decisions—regarding everything
from choosing supply chain vendors to
establishing hiring processes.
When employees have embraced your
company’s desired culture, you will hear
the manifesto repeated often and see it
lived out continuously.
As the summary of a company’s core
DNA, an accurate manifesto should
adapt to market changes. Plan on
tweaking a manifesto’s language over
time in order that it remains relevant to
all of its stakeholders.
CONNECT CULTURE WINTER 2016 // SNB.COM | 3