DS Cohen & Associates
The concept of “company culture” has been a popular topic in the corporate world for many decades. While many strive to create a “great” culture, resulting in “the best possible workplace,” what works brilliantly for one organization may be completely counterproductive for another. This suggests that the very notion of a universally good company culture is a myth.
The Subjectivity of Company Culture
Culture within a company is inherently particular to that organization. It is shaped by the unique values brought to life by the norms and behaviours of its founders and maintained by the followers. This means that what one employee finds enriching and supportive at work, another might perceive as restrictive or micromanaging. For instance, some employees may thrive in a highly competitive environment, seeing it as a sign of excellence and inspiration. In contrast, others may feel stressed and undervalued in the same setting.
Moreover, cultural values are not universally understood. Take the concept of “respect.” In some cultures, respect is shown through direct communication and openly sharing your opinion; in others, it might manifest as deference to authority and tradition. What one person considers a demonstrative and respectful act might be regarded as confrontational by another. This diversity of perspectives leads to a multitude of interpretations regarding what constitutes a “good” company culture.
Perceptions of Good and Bad Culture
The framework of what defines a good or bad culture can vary widely among individuals. Signs of a thriving culture, such as open communication or flexible working arrangements, may be perceived by others as a lack of structure. Conversely, what one leader views as a decisive strategy may subsequently be seen as micromanagement by team members.
This discrepancy highlights that no universally applicable checklist exists for a good culture. A practice that enhances morale in one context could detract from performance in another. For a company to chase after a “one-size-fits-all” culture based on external definitions can lead to misalignment between employees and the organization’s authentic values.
The Confusion Between Culture and Strategy
Many organizations falter because they confuse company culture with strategy. While good pay, cutting-edge equipment, and a safe working environment are essential for employee satisfaction, they do not inherently define culture. Instead, company culture lies in the norms of behaviour established over time and reflects the organization’s authentic values.
Culture is cultivated through employees’ interactions and collective behaviours at every level—from leadership to frontline staff. When there is alignment in values amongst all employees, a company’s culture will flourish, as it is the foundation of a cohesive identity and a set of parameters for decision-making; it is that organization’s code of conduct.
The Importance of Values and Fit
Ultimately, successful company cultures thrive on clarity around values and who fits in. What may be an ideal culture for one employee could be the exact opposite for another. For this reason, open communication about expectations during the hiring process is crucial. Organizations must articulate their values clearly and seek individuals who align with them.
A great culture is not simply about fostering happiness, being a fun workplace, or creativity; it’s about ensuring that all employees, from the executive team to entry-level positions, are on the same wavelength regarding values. This alignment creates a culture that resonates with its members rather than forcing them to conform to an external definition of “good” set as a universal standard by popularity.
Conclusion
The idea that there exists a universally good company culture is a misconception. Cultures are profoundly subjective and influenced by a myriad of factors, including personal experiences, an employee’s educational environment, and life experiences, culminating in the individual’s values. Organizations that embrace the authenticity of their values and hire for fit to their values create a culture that is not only “good” for the company and their employees but also strengthens and sustains the culture. Rather than aiming for a culture conjured up by external forces, companies should focus on fostering an environment where all employees thrive because they work in a place that is great for them.
Key Takeaways
As firms navigate the complex landscape (or landmine, as it sometimes feels) of corporate culture, certain principles can guide their journey towards a more dynamic and compelling workplace in an ongoing effort to make the workplace a great and authentic environment:
- Embrace the Real You: Avoid the pull towards ‘falling in line’ with popular thinking. Your uniqueness also makes your organization attractive to your employees; be you. Foster an environment where the things that define your norms of behaviour are allowed to prosper within the company’s framework. Ensure that your decision-making is consistent with the values.
- Clarify Values: To achieve the ideal of embracing the real you, identify the behaviours that, over time, have separated acting correctly from acting incorrectly. Clearly communicate the values by explaining the behaviours that make these values authentic within the company’s context and across different roles.
- Be Yourself, Not Who “They Are”: Your value behaviours might not resonate universally within other organizations. It may not align with the espoused belief of some “guru” or some firm that believes it can apply the same secret formula for everyone. As the saying goes: “be true to yourself.”
- Talent Management: Ensure that you integrate your definition of your values into ALL your talent management activities. Promote only people who exemplify living your values.
- Selecting the Best: When hiring, it is essential to choose candidates who have recently demonstrated actions that align with your company’s values—reward employees who live these values every day.
Remaining faithful to oneself is not about chasing some external definition of a great place to work. If your company meets its strategic plan, exceeds its expectations, and retains your employees, you have a good, if not great, company culture. That is something to be valued.
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David Cohen is completing his second book on how to hire for fit to values/culture. His first book is called The Talent Edge. He has conducted workshops globally on Structured Behavioural Interviewing. For more information on the workshop, please contact DAVID.
