Brand & Culture
Most leaders understand their business well. They pay attention to market trends, forecasting, cash flow and product cycles. They understand their assets and try to capitalize on them to build long-term results and improve the bottom line. Sales, marketing, product development, manufacturing, and operations are all reviewed and tightly managed. What I don’t see very often are leaders who understand and appreciate the value of the culture in which they operate. Culture and the normative behaviours that come from it can have a profound impact on all of the other assets in an organization and can add significant long-term value if they invest in it wisely.
The by-products of cultures that work are innovation, teamwork, higher retention of corporate IP, on-boarding others and problem solving. It attracts talent, motivates, reduces costs and engages people at an emotional level. People feel it. Culture, without getting too heady, is the soul of an organization. And most leaders don’t know how to satisfy that truth.
Interestingly, leaders have the most profound impact on an organization’s culture. Here are some of the unspoken and damaging beliefs leaders have about organizational culture:
“Human Resource” is a thing;
We pay people to work, we don’t pay them to feel; Culture is what I say it is;
I don’t have time for that sort of thing, I want results;
I am the boss - people do what I tell them;
What your managers and leaders tell you is reality;
We have a mission, vision, values statement that is enough;
Culture is like a brand- it is an identity. And like it or not, your work culture really matters to employees. And like a brand, it needs to be designed, articulated, supported, believed and measured. If your culture was a brand, what would it be?
Co-Founder of Juice Inc, Thought Leader & Author
Co-Founder of Juice Inc.
General Manager and Director of Sales
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Senior Facilitator & Keynote Speaker