With Covid-19 still wreaking havoc in corporate America, many large corporations are choosing to stay remote for the foreseeable future. If that's you, don't make the mistake of accidentally putting corporate culture on the back burner. It is essential to remain diligent in maintaining and improving your culture so that employees feel connected and committed to your mission.

Here's what you can do to put your company's culture back on the agenda during these most tumultuous times: [19659003] Assemble Your " New Normal " Story
The Game is changed. The pandemic forced us to do things differently. Your business is no different. That said, you need to articulate what your business "is" and what it is like to "operate" in these difficult times. Make sure to describe how the work is done in the new normal. Make the story as vivid as possible. Help your people understand their role and where they fit into the bigger picture. When that story is ready to be told, tell it. Make sure all staff understand how you see the way forward as defined in your new normal vision.
For example, during his February 6 earnings call, Twitter CEO Jack Dorsey described part of his vision for the social media giant: " As we look ahead, we're reaching a talent pool that expects a lot more remote work … company around that. “Clearly, Dorsey is indicating that Twitter's new standard involves a distributed workforce streaming in from all over the planet.

  • Strengthen the new culture on a pillar of resilience
    Your people need to understand that you have their back. Some staffers may be frozen with fear or suffer from long-term anxiety. Help them develop the skills and practices they need to manage the stress that comes from remote working. Provide the necessary resilience training and coaching so that they can learn how to overcome the new challenges introduced by the new normal.
    For example, the Johnson & Johnson Resilience Program reported:
    "Employees experienced sustained improvements in their vitality, overall health and purpose in life compared to baseline. Sleep, mood, strength, physical activity and blood pressure were also improved. (as a result of the program). ”
    It is clear that programs such as Johnson & Johnson's are needed to strengthen an increasingly compromised workforce.
  • Emphasize the“ possibilities "of what buy-in gets
    It's a lot easier to get inspired when there's something in it for you. Help your people understand how to be successful in a changing culture. Show them the potential their buy-in offers them and the company should they choose to help you achieve the cultural requirements outlined in your vision story.
    For example, Santa Energy in Bridgeport, Connecticut, opened a school with a full-time certified teacher for their staff member's children. The hybrid learning approach consists of on-site and distance learning. The model represents a shift in workplace culture (ie, put your children to work) and shows an employer's willingness to provide a much needed benefit in exchange for continued employee engagement.
  • Make Common. decency a centerpiece
    As I wrote about decency in an earlier piece, being decent requires that " we actually begin to live and behave according to the Golden Rule ." The implication here is that it is critical to focus your evolving corporate culture on treating ALL of your stakeholders – customers, staff, suppliers, and so on – in ways you would like to be treated, if the proverbial shoe were on the other side . When you do that, you are taking a step towards a company that cannot be ignored.
  • Founder of Southwest Airlines, Herb Kelleher, famously said "Think small and trade small, and we'll get bigger. Think big and trade big, we'll get smaller." Kelleher was known as an ambassador of decency. We need to adopt some of this mindset and weave it into our COVID-19 culture transformation work.

    Ultimately, unprecedented times require unprecedented action. You must be willing to do whatever it takes to keep culture in the foreground so that you can rekindle your executive's passion for the company and eagerness to do the job.

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