Offices have traditionally provided useful starting points for understanding and analyzing organizational culture. But with more us working in virtual teams, and some us working without offices all together, how we connect with and strengthen our cultures is shifting.
To most of us, the phrase Work that Matters infers job satisfaction. Our intended outcome is a workplace culture characterized by lower stress, lower turnover, and higher productivity – in business, a ‘win-win’ for employees, customers and shareholders. The logic is infallible. So, I ask you, why is there such a gap between the theory and the practice? Why are so many organizations and so many employees struggling to find workplace nirvana?
What are your beliefs about organizational culture? Some of your beliefs might inhibit your willingness and ability to proactively improve the quality of your work culture.
New clients ask me very similar questions when I start guiding them along the path to a powerful, positive, productive culture. Some of your beliefs might be challenged by my answers! Here are those questions and my responses.
Research shows that organizations with high performance over a sustained period of time achieve their success because their people are coming to work each day to do more than punch the clock. Organizations are great not just because a leader is doing something great, organizations are great because lots of people are going above and beyond their job description and making a difference every day.