3 tips to maximize an intentional comeback to culture
Employers should take advantage of the opportunity to take a step back and reflect on what their company really is and build from there.
As companies around the world shifted to a remote-first mindset at the onset of the pandemic, their company culture was laid bare. And if that culture was built on ping-pong tables, free lunches and music Fridays that gave people a “vibe” about being there, that was all gone – any “cultural theater” was stripped away.
For so many companies, the notion of identity is often wrapped up in “place” – in buildings, campuses, meeting spaces, etc. When you strip that away, it forces companies to go back to their core, pushing them to ask questions such as: Who are we as a group of people? What unites us? Are our deepest connections based on a caterer that we like that comes in on Wednesdays or our shared belief in the purpose our company puts into the world? It’s clear now that organizations with cultures that are floundering were likely relying a bit too heavily on things that are transitional, instead of things that are essential.
Related: Optimizing organizational culture in a virtual environment
The good news: It doesn’t mean those companies are done. There’s an opportunity to create an intentional comeback to culture and re-establish your company’s workplace identity – even if you’re all still working from home. This is a chance to take a step back and reflect on who your company really is and build from there. Here are three tips to maximize those efforts.
1. Don’t wait
As the pandemic rages on and some companies continue to assess how to fill a culture void, I’ve noticed some companies wanting to put the deep strategy work, the reassessment or restructuring off until the official full return to the office. Don’t. Now is the time to act. We’re now going on ten months with no concrete end in sight – there’s no more time to wait.
According to our recently released 2021 Global Culture Report, the pandemic has significantly impacted the culture of all organizations, but those that went into the crisis with a healthy culture have weathered the storm far better than those that did not. The difference in impact between thriving and non-thriving cultures on outcomes like engagement, burnout, retention, inclusion and overall satisfaction levels was staggering. And while your company culture may not have been thriving at the onset of the pandemic, there’s still time to change course to affect what’s left of it and beyond.
2. Identify a rallying point
In times like these, it’s crucial to show your employees that you care and that you’re listening in meaningful ways. Of course, when working with a distributed workforce, there are inherent challenges. Look to create a rallying point or series of points that not only bring your employees together (virtually or in another socially-distant manner), but bring them together in a way that emphasizes appreciation, gratitude and mutual respect.
For example, when we had our first town hall after moving a large portion of our workforce to work-from-home status, we had senior leadership slated to address each group. However, when it was their turn, they were too choked up to start their reports. They were seeing their teams together in a collective for the first time in several weeks, and they were overcome with how much they missed being with these people.
For me, I don’t think there could have been any more powerful statement about what we are as a collection of people — and how deeply connected we are. It was a moment where you could feel our culture — no matter where you were. Later on, we held a socially distant recognition event for our frontline employees in the parking lot of our headquarters. I remember looking at a colleague at the time and saying, “There’s no value in that building. Everything that means anything to us is standing in this parking lot or is working from home.” The power isn’t in the place – it’s in the invisible but very tangible connection you have (or you don’t) to your people, be that virtually or in-person.
3. Lean into purpose
According to our Global Culture Report, the two areas that appear almost immune to the effects of the pandemic are your people’s connection to purpose and intention to leave. For many employees, their organization’s purpose provides a common identity when other points of connection and identity are in flux.
Can you articulate your organization’s purpose? Is it simple? Is it inspirational? Is it crafted from real language? If you asked your colleague would they give the same answer? This identification and articulation of purpose seems basic; I agree, but simple does not mean easy.
A few years ago we devoted some deep time to articulating our nearly 100-year old company’s purpose in a relevant way. It took months to craft. We started with paragraphs about our services, our impact, our clients and our people. I remember sitting in a meeting with our marketing communications team — some of the most creative copywriters and thinkers I have ever had the privilege of working with — and telling them that I didn’t know the exact right words, but I knew it had to be one sentence and easily repeatable.
After several more revisions, we dropped the details of what we did and focused on the impact of what we do — We Help People Thrive at Work. Simple. Inspirational. Real. And this phrase has become our north star for who we hire, how we prioritize work and our commitment to clients and our people. Once you take the time to define your purpose, your work, your path, your rally point becomes clear. If you do anything to foster culture and clarity for your people, do the purpose work. It will change your organization, your culture and your focus.
In the end, the core of a company’s identity is culture – it’s the habits, it’s the symbols, it’s the way in which employees interact with each other. It’s the intangible that is the most real thing about being together. Stripping away a sense of place has forced companies to develop a deeper sense of identity that revolves around their people. We will need this to move forward in what will inevitably be a hybrid workforce. And those companies that are able to capitalize on the urgency of this opportunity to revamp their culture will see the benefits in the coming months and beyond.
Mindi Cox is senior vice president of People & Great Work at O.C. Tanner.
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