As we discussed in our “When Too Much is Not a Good Thing” blog, these days, employees often have the upper hand. Labor shortages mean they can ask for more (pay, benefits, flexibility, etc.) and they expect more from their companies in other ways, too. They want to work for companies that do good and make their industry and communities better. They want to work for companies they can respect, companies that are equitable and that care about their customers and their employees.
This is where company culture comes in.
Company culture reflects shared beliefs and behaviors. It comes from the top, but it depends upon everyone in the organization adhering to specific actions and policies and practices. Every company has its own culture. Ideally, the specifics are written down and routinely shared. That way, everyone knows exactly what is expected. That way, it’s easier to do what’s right and recognize when something is wrong.
One of my most savvy executives, who’s actively making acquisitions, says the first thing they look for in a potential acquisition is the company’s culture. If it doesn’t align fundamentally with his company’s culture, there’s no sense in moving forward.
Sometimes the culture isn’t outright evident. But, he adds, “I know it when I see it.”
I bet you do, too.
Have you ever gone to an office for a meeting only to find you’re not exactly sure where to go once you get there? Maybe the offices are on multiple floors. Maybe the meeting room has changed. So, you sit in the lobby and wait for the missing receptionist—and watch people walk right by, pointedly ignoring you. That culture is speaking loud and clear.
What if, on the other hand, you’ve hardly had time to sit down before an employee—noticing that the receptionist is not there and you perhaps need some help—actually stops and offers to help you? What if he or she isn’t the only employee who takes the time to ask if you need anything? That culture—one of inclusiveness and thoughtfulness and teamwork—is evident, too.
On a much more personal note, years ago, I was the morning keynote speaker at a sales-recognition conference in Cancun, Mexico. The divisional president was supposed to introduce me that morning, but he had gone out the night before and had too much to drink. He had such a bad hangover, in fact, that he was unable to be at the meeting at all. So, I introduced myself. And everyone laughed it off. There were no consequences for him, and the message was clear: It’s okay for an executive to drink in excess and not be able to perform the next day.
I’ve also seen a similar—but ultimately vastly different—scenario when another division president at a different company and a different industry event also imbibed too much one evening. He was at the event with three of his executives and one of the company owners. The next day, when he didn’t make it to the breakfast meeting, leadership met and discussed the hungover executive’s behavior. And he was let go. Once again, the message was loud and clear: You can’t behave like that at our company; that kind of behavior is not part of our culture and will not be tolerated.
What is your company’s culture? Is it something you’ve written down and shared company-wide? Is it worth sharing? Consider this: Is it the kind of company culture that will attract the kinds of employees you want to hire—and keep? It matters. Perhaps now more than ever.