Summary

The article emphasizes the critical importance of maintaining a strong company culture, especially during challenging times, and how it is the collective responsibility of the people within the business to cultivate and preserve it.

Abstract

The author of the article underscores the significance of company culture as a central focus for business success, particularly in the face of adversity. They argue that while perks like breakfasts and social events contribute to culture, the core values and trust among employees are what truly sustain a company through tough times. The article suggests that a leader's role is to enable and support the organic development of culture by the people, rather than dictate it. Recruitment is highlighted as a key area where cultural fit should be considered alongside capabilities to ensure long-term employee investment in the company. The author also stresses the need for company values to be determined by the employees, reflecting a culture of trust and empowerment. Furthermore, the article discusses the importance of allowing different teams to express the company culture in ways that suit their roles, while still adhering to the core cultural traits. Finally, the author posits that while culture is essential, it must also evolve to meet the changing needs and circumstances of the business, using Google as an example of a company that has faced challenges in maintaining its culture through growth and controversy.

Opinions

Company culture is not just about the fun perks; it's about the underlying values and trust that bind employees together during difficult periods.
A strong culture is evident when employees stay with the company not just for success, but for the sense of community and shared values.
Leaders should facilitate the development of culture but acknowledge that it is the people within the business who truly create and maintain it.
Trust is a foundational element for building a lasting culture, and this trust is demonstrated through the recruitment process and the way employees are empowered to live the company values.
Recruiting individuals who align with the company's culture is as important as their skills and capabilities for ensuring long-term success and employee retention.
Company values should be authentic and emerge from the employees, not imposed by leadership.
Different teams within a company should be allowed to express the company culture in a way that suits their unique roles and dynamics, without diverging from the core cultural principles.
A company's culture must be adaptable and evolve over time to remain relevant and effective as the business grows and faces new challenges.

Company Culture Should be the No.1 Thing You Maintain During These Difficult Times

I made culture a key focus for my business. Now I’m glad I did…

From the moment I took over running my business, I made culture a key focus. Over the years I’ve read lots of great articles on the importance of company culture and how to generate it, but I think it’s at times like these that we see its importance to a business.

In many ways generating a good culture is easy when things are going well, it’s in difficult times you judge how good it is

When times are tough, people are staying for the culture - not success. Whilst the little things like breakfasts, social events and breakout areas are important, they won’t get you through unless your core culture is based on your values. Tough decisions need to be made and you need the support of all those in the business if these are to be implemented successfully.

Just take the current crisis and the government job retention scheme. Businesses up and down the country will be looking to utilise this to secure jobs in the long term.

However, the impact on those going on ‘Furlough’ and those remaining in the business, is massive. Having a culture where people support the long-term view of the business, means people will support this important but tough initiative, knowing it’s right for EVERYONE in the long term.

“And I think that distinction between short term and long term is exactly what defines culture — business culture is a long-term strategy, it is NOT about short-term gimmicks.”

People Make the Culture

When one talks about culture and I reference it concerning the strategy, it might come over as if it’s the leader that is responsible for the culture, that they somehow create it, but I don’t believe that. For me, the people within the business are the culture and they create and maintain it, ultimately deciding what that culture is.

Yes, a leader can destroy a culture with their actions, but not create it. I see my job as enabling the business to cultivate its own culture and then ensuring how we operate as a business allows that culture to thrive.

Don’t get me wrong, I make that sound natural and simple, but I know it’s not. To trust people enough that you empower them to build the right culture that will drive your business forward is not easy, but I honestly believe it’s the best option for any business.

The keyword for me was TRUST. Everything about building a lasting culture comes back to trust and having faith in the people within the company.

The company is its collection of people, not just one individual.

For this to work, clearly recruitment and how you go about selecting people to join your business are key. So, a few rules I always try and follow…

Recruiting to Support Your Culture

Quiz someone with questions that unlocks their personality before you even ask about capabilities. Capabilities are often similar, personalities are not
Starting this way also enables you to highlight to them what’s important to your business. If this puts them off, then that’s important to see upfront
Most people will ask you what the company culture is like and it’s critical you are honest. Don’t tell them what you think they want to hear, tell them the truth because that’s how you get the right people
Finally, anyone that doesn’t ask about your culture or what sort of place it is to work — they are probably not long term employees invested in your business!

I know that sounds like finding smart people isn’t important, it clearly is, but you need to factor in the cultural fit as well, combining these two gets you the right people to drive your business forward.

Another example of TRUST is when setting the company values. Again, I have always trusted the teams to come up with these and to live them. I have never been part of the selection of the values, nor has any other senior leader, they are by the people, for the people.

I was asked once what I would do if I saw a set of our company values put forward that I didn’t like. My reaction is always the same — either we’ve recruited badly or maybe I’m wrong for the business!

Recruitment is not the only area that it’s critical you embed your culture into, it needs to bleed into every aspect of your business, from how you plan your social events through to innovation in the business. What is also critical is ensuring that you allow teams to evolve and be different, but don’t allow that to be an excuse for one team pulling away from your culture.

For example, we all know that a sales team is very different from a development team and you shouldn’t try and make them work in the same way, but they still have defining traits that fit the business culture.

Perhaps being competitive is a strong part of your culture, which is a natural fit for salespeople, but with developers, it is often not their central motivator. But they should still be motivated to produce the best product for your business to sell, it’s just showing their competitive side differently.

Alternatively, sales are not known for collaboration but if that’s a strong element of your culture then it’s important you make the connection between sales and other business areas stronger, maybe by showing sales how that will help them close more deals!

Your Culture Must Evolve

I wanted to end by asking a question.

“How important or easy is it to retain your culture as you grow as a business?”

I always go big with this question and look at Google. Their culture was retained through rapid growth over several years and I think it’s fair to say a big part of that success was their culture (certainly that’s what the leaders at Google say in book after book on the subject) but then in the last couple of years, that culture has been tested more than ever with scandals around China, privacy and even the #metoo movement.

So maybe the answer is to retain your culture but evolve it to fit your current situation. Some of the core principles should follow you all the way through but maybe some change. In the early days, you might be 100% focused on success at all costs, working whatever hours are needed. Over time you might evolve into keeping that edge but wanting people to have a better work/life balance.

Set your own culture, don’t copy

As I mentioned at the beginning, I’ve read a lot of good (and some bad) books about company culture but one thing I’ve tried to remember is that no book can tell you the culture that will work for your business. They can be useful at advising how to set a culture, how to maintain it, how to ensure it’s inclusive but the actual culture has to come from yourselves.

I’ve tried to make a point in this article to not fall into that trap of telling you “This worked for us” as if that’s the answer for you. Instead, I wanted to open up your mind to things you should consider, then let you go away and implement things your way — I wish you good luck in whatever you do.