Experience management firms such as Qualtrics swim in data, operational and experiential, that attest to the impact of culture on both employees and customers.

These insights confirm details seen in broader studies, such as the Duke & # 39; s Fuqua School of Business study reported in Forbes which found that 90% of respondents understand that culture is important , but only 15% believe the culture they are a part of is where it should be.

When people feel like they belong to a tribe, they buy in traditions, legends or constitutions and thus create continuity through essential knowledge transfer and true collaboration. These principles that connect and hold together an ethnological group will work in your business.

There are four critical pillars to support the culture needed to make your business succeed, much like the solid walls that make up the mighty dome of the Pantheon in Rome.

These pillars will keep your culture both stable and upheld for all to admire. However, should the pillars falter, it is likely that competence or ethical execution of the strategy is likely to crumble with your culture.

Pillar 1: A culture of compliance and process

Some people don't play the rules. Even the Dalai Lama once said that "you have to know what the rules are to break them properly."

But when it comes to culture, despite everyone bringing their individuality to the culture festival, I have to. to disagree with His Holiness.

As an example, those who work or work with any company's sales force will likely have encountered the high-performing rock star, whose results can be phenomenal, but their clerical errors can be just as baffling.

Technology can help efficiently enable compliance and commitment while easing the heavy administrative burden, but the key here is having rules, ethics, policies and procedures put in place and enforced as they provide a required foundation. pose for order. [19659002] Through such a structure, the seeds of consistency can be born and without them chaos will reign, likely triggering ethos and failing strategy.

To keep this pillar stable, you need to keep processes relevant, ethical and compliant to industry standards, without being overly complex that ties you down.

Pillar 2: A Culture of Achievement.

For a performance culture to thrive, there is a need for clarity and ambition on an individual, team, and business level.

Personal responsibility becomes necessary. One mechanism that is often overlooked are the basic tools of coaching, where your leaders must be armed with the skills to conduct conversations with their people in the areas of self-discovery, intrinsic drive, and personal responsibility.

A simple way to get along with you. the power of personal desire can be related to an everyday goal in the home situation.

If your partner tells you firmly to take out the trash, you can do it: maybe muttering softly or slightly grumpy. But when you decide for yourself it's time to clean up the trash, you tend to do so with a more cheerful, assertive step in your stride.

A performance culture helps people achieve and then achieve goals that improve their results, skills and personal satisfaction. Conversely, a heavy-handed approach that only points to results is indicative of an unbalanced performance culture pillar, which may negatively impact the culture.

Yes, strive for results, but keep the personal drive, ambition and satisfaction of your staff within mind. Get a good balance and both your pillar and your results will remain strong.

Pillar 3: a culture of continuous learning

In a digital age where information and ideas move faster more than we (or even laws) can keep up with, continuous learning helps your business maintain its culture and competitive advantage.

So sit back and ask yourself what skills do you think you should cultivate individually, at the team or leadership level, that fit your culture?

What you will soon discover is that it is the skills, often referred to as & # 39; soft skills & # 39;, that make up the & # 39; hard skills & # 39; needed to deliver results for your business.

Going one step further in this contemplation, introduce yourself as a coach of a team defeated by Brazil in a World Cup 3: 1. You will be asked to resolve the problem with the team, but you may game.

Without the strategy, behaviors, and actions that can be seen during gameplay, you will likely find the problem unsolvable as the score is just a lagging indicator of everything else that has happened in the game.

Business numbers and results are the same as a sports score, without revising the strategy, behavior, and actions behind them, you cannot positively influence them by training your team on the skills they need to improve.

All too often, when people are under the pump to achieve ambitious goals or respond to market challenges, learning (training and development) becomes a common sacrificial lamb that is dropped from the calendar.

] Continuing learning should always be as much a priority as targeted action, as John F. Kennedy once said, "leadership and learning are indispensable to each other."

By inspiring a culture where people v Hold their knowledge as much as their results, your third pillar will be critical support.

Pillar 4: A Unique Culture

Ask Someone for a Corporate Culture that they consider unique, and you will often hear that the usual overused suspects, disruption and innovation languish.

Yet in our efforts to be unique, we readily find that we are essentially the & # 39; uniqueness & # 39; copy that we have seen in what we consider to be creative and innovative environments.

The free sandwiches or donuts on a Friday. The water bottle with your name on it. Wearing T-shirts and runners or working from home (a permanent unique part of 2020!)

Yes, these are cool, fun and except for WFH, pre-COVID examples of & # 39; uniqueness & # 39 ;. [19659002] But as far as these efforts to build a unique culture can focus too much on the fun stuff, trade the quality of your other pillars for the shallow perception of a & # 39; street cred & # 39; brand, that can quickly mimic a Hollywood set, where behind the fantastic-looking facade there is little substance.

Don't be too busy hammering on image, brand perception, flashy always give or Instagram photos to be seen as a glass door company of choice that disregards the substance and depth of value. [19659002] Looking good and being good are not the same thing. Focus on the depth of the character of your culture first, not the equivalent surface aesthetics or optics and the pillars that support your culture will be strong.


Written by Mark Carter .