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A healthy culture is vital for organizational success. However, as the pandemic hit and employees were dispersed, organizations found it difficult to maintain or improve company culture. The badly affected lot were the new hires, as they were not exposed to the cultural norms and nuances within their organizations.
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Healthy culture is key to post-pandemic growth for any successful organization. The best companies have culture carriers that bring this to life for others. How do great leaders become culture carriers as we come out of the pandemic? Adam Bandelli puts forth six areas to build and maintain cultures of excellence.
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The pandemic has tested organizational culture and, in some cases, revealed components that did not function very well. As culture is set in motion from the top of the organization aka the board of directors, it is incumbent on these leaders to be aware and proactive.
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If you want to build a great company culture, start by taking an honest look at what your people do and the impact those actions have on your culture, says Let’s Grow Leaders CEOs, Karin Hurt and David Dye.
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As more companies aim to accommodate work from home (WFH) and hybrid work, it is crucial for leaders on all levels to understand how to build positive, inclusive, and intentional culture. Aperio Consulting Group’s Kerry Goyette shares four tactics to build remote culture.
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Can a strong positive culture help an organization to be resilient during tough times, and then rebound strongly? Yes. And this is for a very simple reason: Culture by choice organizations are almost always at or near the top of their industry, and if they’re small, they stand out as local firms with excellent reputations.
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Performance discussions don’t happen because managers believe it’s best to keep quiet. Managers give feedback, and get a response loaded with fear, anger, avoidance, and attack. Instead of a culture that’s receptive to feedback, the culture is the opposite. How do we fix this?
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It is difficult for many companies to maintain or improve a company’s culture when everyone is dispersed. The companies that think through a remote work policy for certain skills, should consider a hybrid-to-full time in office model for the staff who are involved in innovation or project work.
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In any society, cognitive processes are culturally. But how do you keep all hands-on deck within a team characterized by their diversity in beliefs practices and value systems? David Mugun explains that in his article.
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