We are living in an age of hyper change and massive disruption, what Daniel Pink calls “The Conceptual Age” stating that the future “belongs to a different kind of person with a different kind of mind”: a new breed of knowledge workers, who know how to be, think and act differently within the context of an agile innovation culture.
Can we blame people for judging companies on their culture?
We all spend such a high proportion of our lives at the office nowadays — it’s unsurprising that we care about our working environment. Most conversations on culture inevitably end up on perks. Which companies provide free lunch? Which offer gym memberships? Which gives you the best ‘stuff’?
Perks are great, (my table tennis has gone from strength to strength since joining Beamery), but they’re not the best way to attract talent.
Inevitably, there will always be a different company that can offer better ‘stuff’ — it’s not worth trying to compete.
The trick is creating an awesome working environment that makes your team excited to come to work—day in, day out. This is what candidates really care about.
Many of us feel at times as if we are impersonating a leader rather than working out what it means to be ourselves in a position of leadership. Instead of covering up those underdeveloped areas, great leaders learn how to be the best versions of themselves in the leadership moments that matter. Because organizational culture is made through the shared experiences of its people, empowering individual leaders to step forward more authentically becomes a catalyst for positive culture change.
Focusing on a “critical few” behaviors is one of the fundamental tenets of working effectively with organizational culture. These are patterns of acting that are actionable, highly visible, and measurable. Most important, adopting these behaviors has a meaningful impact on an organization’s strategic and operational objectives. The behaviors are critical because they will have a significant impact on business performance when exhibited by large numbers of people; they are few because people can really only remember and change three to five key behaviors at one time.