Most managers worth their salt know that building a successful organization isn’t enough to hire smart people with the right mix of professional skills. Managers should also strive to foster an unspoken social order, a common purpose, shared values and standards – in short, a strong corporate culture.
But in an era when employees were already working in teams increasingly dispersed around the world, even before the coronavirus pandemic led to millions of new home offices, nurturing a culture of cohesion is no small feat. task. Now, with many coworkers unable to gather around a conference table or even exchange jokes in a hallway, many of the practices managers have relied on to unify teams are no longer achievable.
How can managers promote coherent working methods among team members? What can they do to honor the individual work styles of their employees, while cultivating a collective team identity? And how can managers help workers develop strong relationships with their colleagues even if they don’t meet with them regularly, if at all?
Promote a cohesive culture
“Organizational culture is the glue that holds everything together. It is both a powerful lever for preserving, renewing and shaping the viability of an organization, and an essential pillar in maintaining an environment in which people enjoy working with each other and feel they can do their bit. better.
How can managers promote cohesive working methods among team members from diverse cultural backgrounds and based around the world? And how can managers help workers develop strong relationships with their colleagues even if they don’t meet with them regularly, if at all?
Learn more about building a strong corporate culture in Professor Yo-Jud Cheng’s book “In the Age of the Global Workplace and Scattered Teams, How Can Managers Promote a Cohesive Culture?” ?
Culture in times of upheaval
“Yes, the ground is moving beneath us, and we have to stay nimble. Managers must encourage teams to be curious, observant and attentive to social change. Because learning has to happen so quickly, the fastest route is often peer-to-peer. “
In the face of a pandemic, how can we be greater than the sum of our parts? We must maintain and evolve the culture from a distance: bonding, staying agile, ensuring physical and psychological security, promoting inclusion, offering compassion and strategically aligning ourselves to determine what the new normal demands – and this that needs to change.
Learn more about how to support and engage employees, even when they are miles from each other, in Professor Laura’s “Back to Basics: Company Culture in Times of Change” Morgan Roberts.
A truly diverse culture
“Do you think, ‘How do I report these issues are important? This is a key moment in building a culture for leaders – ensuring that others can see that truly inclusive behaviors are valued. “
Diversity, equity and inclusion are imperative. How can companies – and the individuals within them – ensure the kind of inclusive hiring practices that will lead to a truly fair and diverse culture? There are many steps they can take that mitigate implicit biases, ask the right questions, use technology to bypass subjectivity, and solve structural problems.
Learn more about the issues and solutions for hiring and developing diverse talent in Professor Toni Irving’s “3 Essentials for a More Inclusive Hiring Process”.
Culture and human learning
“As a culture and practice, an idea of meritocracy can lead to the highest levels of human learning, thinking, listening, relating and collaboration by requiring candor, data-driven decision making, open-mindedness and the management of one’s thoughts and emotions.
To remain viable in the age of the intelligent machine, most organizations will need not only to achieve higher-level technological capabilities, but also higher-level human cognitive and emotional performance. It means alleviating big egos, emotional defensiveness, closed-mindedness, and fears.
Learn more about how to take organizations to the next level and reduce the key inhibitors of high quality learning, thinking and collaboration in “The Power of an Idea Meritocracy” by Prof. Ed. Hess.
Create a culture of excellence
“The culture of an organization describes its standards, values and beliefs. It defines how people behave and work as a team to achieve results. It also affects the attitude towards change and new initiatives.
To be competitive in today’s complex business environment, executives must excel at decision-making, facilitated by a culture of continuous improvement, operational excellence and learning. Ensuring that the culture is aligned with a company’s mission and capabilities will help maintain breakthrough performance.
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[This article has been reproduced with permission from University Of Virginia’s Darden School Of Business. This piece originally appeared on Darden Ideas to Action.]