Leadership & Company Culture

What does it mean to have a company culture? 

To answer this question opens the door to a pathway to explore the core definition of what drives and defines the culture of a company. This requires a look back on how culture was first established within the business sphere, where this has led to today, and the possibilities that await beyond. 

Since the dawn of the first industrial revolution in the mid-18th century, innovation has been a driving force and a foundational pillar in commerce.

History shows us examples of thoughts turned into action resulting in the transformation, and creation of industries. Today, we would not have the airline industry if the Wright Brothers didn’t take the daring attempts that they did in 1912. And, even earlier than that with Richard Trevithick debuting a steam-powered locomotive, introducing rapid travel by personal train to later become the brainpower behind the operating system of modern trains.

 

Further down the line of history brings inventions that would revolutionize our world, an example being Solomon Brown perfecting the telegraph to make it work properly ushering in the first era of telecommunications. 

History books today celebrate this golden era by highlighting leaders of the time in movies, documentaries, countless case studies, and reenactments. We marvel at what they achieved and how they are the godparents to the global business marketplace today. We see universities named after these greats, car companies, logos, and mission statements all done as a nod of respect to the leaders of the past. 

The sustainability of a company begins and ends with culture

Nevertheless, a deeper look into this time reveals the areas that improvement was needed as corporate standards were blinded by the cultural norms of the times leading to decisions, some unknowingly and others fully aware, of the oppression these decisions created for others.

The simplest examples of ‘things done wrong’ in the past, today, are known violations of the most basic of human rights. Exploring this is a sign that culture is evolving to meet the needs of humanity with more changes still on the horizon. 

Humanity. 

Not a word spoken about openly in the golden era as it pertains to business and not even until the past decade has the trend shifted to have the question asked “How can we truly best support the people in our company?” during annual strategy planning discussions. 

 

Case studies and research papers have found that in a time post the introduction of COVD-19 CEOs unanimously has voiced growing concern ranging from dwindling talent within key executive roles to a growing lack of confidence in the performance of mid-level and front line employees to support daily operations and future growth goals. 

A look at data from years prior reveals the primary concerns from the top suite being how to increase market share and grow profit margins. It would be safe to say that a combination of two factors has contributed to the shift of leadership and employee development into the top concerns and areas of focus. 

The first being the years of driving the company at an Autobahn-like speed to hit the revenue targets led to a trickle-down belief that employee performance is to solely be measured on a pass or fail scale. The risk with this being the only measurement tool leaves out the availability of coaching quality talent to better fulfill their roles along with identifying the root cause of process gaps and communication standards that make it difficult for employees to perform at their best. 

The second factor is with the emergence of COVID-19 disrupting how every industry does business has forced CEOs to pause, for those that have welcomed this, to take a deep look at what is and isn’t working when it comes to the company and the employees within it. All of these factors drive the culture of the company and companies that want to sustain have a culture that can stand the test of time. 

The profitability of a company begins and ends with culture. Culture starts at the top and when executed effectively is the cornerstone of profitability. To have profitability requires people and processes and the forerunner to all of this is for the company to be purpose-driven. 

Through our 16-point process, we show leaders how to create a company culture that enlists employees into the vision of the company so that the targets can be met. When the targets are met and the company is operating smoothly on all cylinders then innovation can be ushered in leading to a new group of innovators becoming changemakers of the future. 

To learn more about how we can help you through our Leadership & Cultural Company Assessment schedule a call today 

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