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1、Culture?Who OwnsRight now,a culture exists in your organization and is constantly evolvingits inevitable.You can take steps to proactively build a strong culture,or you can sit back and let the chips fall where they may;the latter never ends well.In the past,“working on culture”meant tasking HR with

2、 creating a culture campaign,adding perks like snacks or birthday How we view culturecelebrations,conducting annual surveys,and then moving on.This approach rarely worked,and it certainly doesnt work today.The Covid-19 pandemic,crises at companies like Uber,and a focus on inclusion have highlighted

3、the importance of a robust culture.Building culture now belongs to many people across your organization.Leaders and Who Owns Culture?managers are key in shaping culture through their actions and decisions.But how employees interact and work together also makes a big difference.In this guide,well hig

4、hlight five key roles within your company and how each one impacts organizational culture transformation.The performance of organizations is intrinsically linked to their culture,yet many struggle to make the connection.Arbingers latest research report revealed that 100%of performance problems weren

5、t performance problems after allthey were rooted in something much deeper:company culture.Many people default to a self-focused view when theyre at work,neglecting to acknowledge that their colleagues are people just like them,with goals,challenges,and worries of their own.Leaders who develop and em

6、power othersDevelop leaders who lead by example and make your organization a healthier,happier place to workEngaged and accountable employeesDevelop employees who take ownership of their actions and work together towards shared goalsInclusive and collaborative workplaceCultivate a work environment w

7、here everyone feels valued and empowered to collaborate and contribute their bestWhat is culture transformation?According to Gallup,half of the U.S.workforce is“not engaged”at workmeaning they do the minimum required and are psychologically detached from their job.You may also know this as“quiet qui

8、tting,”a phenomenon thats leading to$1.5 trillion in corporate losses every year.On the other hand,companies with highly engaged employees outperform their peers by 147%,and employees who feel their voice is heard are 4.6x more likely to perform their best work.So,how are some organizations able to

9、transform their culture and make it actually stick?Success depends on the interconnected relationships of your people.In order to create that community,you need to shift mindset by:Developing leaders who empower others Developing engaged and accountable employees Unlocking potential with an inclusiv

10、e workplaceWho Owns Culture?Click here to learn more about the Culture Transformation FlywheelWhere do you start?Embarking on your culture transformation journey may seem daunting,but the good news is you can start at any stage in the flywheel.Start by identifying the most pressing pain points withi

11、n your organization.It may be leadership dynamics,employee engagement,or inclusivity issues.The main thing to remember is that everyone has a role to play in culture transformationfrom executives to employees.In the rest of this guide,well explore each of these roles.Outward LeadershipOutward Perfor

12、manceOutward InclusionWho Owns Culture?Lack of trust in leadershipExcessive conflict and frictionHigh turnoverLow performance and productivityDisengagementSilos and unhealthy relationshipsLack of employee engagementUnderperformanceLack of empowermentPoor collaborationEmployee burnoutLow individual s

13、elf-awarenessPrevalent biasLow morale and contributionLack of innovationPoor communicationLow sense of belongingUnhealthy team dynamicsWhat is the impact of culture transformation?Who Owns Culture?Building a strong organizational culture is essential,but convincing your organization to invest in cul

14、ture transformation initiatives requires understanding their impact on performance.Here are five areas where you can measure the impact and ROI of culture transformation:AccountabilityCollaborationPsychological safetyEngagementInclusionClick here to learn more about measuring the impact of culture t

15、ransformation and specific metrics you can track to help prove ROIWho Owns Culture?AccountabilityLow accountability leads to poor performance and low morale.Fostering a culture of accountability encourages employees to take ownership of their actions,increasing trust and collaboration.EngagementA st

16、rong culture boosts employee engagement and productivity.Gallup found that employees connected to their organizations culture are 3.7x more likely to be highly engaged.CollaborationBetter collaboration leads to innovative solutions and increased efficiency,contributing to overall success.Deloitte re

17、ports that collaborative teams are 5x more likely to be high-performing in creativity and innovation.Psychological safetyPsychological safety encourages open communication and idea sharing,fostering innovation and creativity.According to Gallup,connected employees are 55%less likely to seek other jo

18、bs.InclusionFostering an inclusive environment is critical for success.An Arbinger study found that organizations prioritizing inclusion have higher retention rates and are over 2x more likely to see revenue increases.The five components of cultureWho Owns Culture?The five owners of cultureExplore h

19、ow leadership,middle management,employees,HR,and compliance collectively contribute to and influence company culture.Everyone has a role to play in designing and developing your organizational culture,from executives down to entry-level employees.Some roles are more formal,while others happen inform

20、ally through interactions between your people.The specific implementation of culture transformation may vary depending on the type,size,age,and structure of your organization,but one constant is that it should start with leadership.Leadership and people managers should drive your organizational cult

21、ure.They set the tone and define your culture,so people at all levels can help develop it.Heres how the responsibility of culture transformation is distributed:Leadership,middle managers,employees,human resources,and compliance.Culture transformation at a glanceWho Owns Culture?Leadership plays a cr

22、ucial role in defining and shaping company culture.Leaders set the tone for the entire organization,establishing the vision,mission,and values that guide all employees.Their influence extends to every aspect of the business,from strategic decision-making to daily operations.By embodying the companys

23、 core values and fostering a positive work environment,leaders inspire and motivate employees,driving engagement and productivity.LeadershipWho Owns Culture?Key responsibilitiesImpact on company cultureSet clear objectives and strategies for culture-buildingCreates a cohesive and motivated workforce

24、.1.1.Align organizational processes with the companys purpose and valuesAligns strategic objectives with cultural goals.2.2.Plan growth objectives that maintain core values.Enhances sense of purpose and belonging among employees.3.3.Communicate and reinforce the mission,vision,and valuesSets the ton

25、e for the entire companys culture.4.4.Lead by example and embody company values.Influences how employees interact,collaborate,and perceive their work environment.5.5.Ensure that other leaders perpetuate the desired culture6.LeadershipMiddle managers play a critical role in shaping company culture.Po

26、sitioned in the middle layers of an organizations hierarchy,they wield significant influence on employees daily experiences.Despite their pivotal role,middle managers are often not empowered to influence culture as much as higher-level leaders and are frequently overlooked in culture-building effort

27、s.Who Owns Culture?Middle managersWho Owns Culture?Key responsibilitiesImpact on company cultureDeliver experiences that develop accountability in employeesMost influence on employees daily experiences1.1.Apply culture-building objectives,strategies,and key resultsApply strategies in their specific

28、context2.2.Conduct coaching and training to engage employeesBoost employee engagement with effective coaching3.3.Ensure tools and environment reflect the companys strategyEstablish accountabilities and enforce new metrics4.4.Consistently communicate and exemplify the desired cultureTailor culture-bu

29、ilding methods to their roles5.5.Foster strong communication and collaboration across teams6.Middle managersEmployees play a vital role in shaping and maintaining company culture.By providing valuable insights and feedback,they help ensure that the desired culture aligns with the actual work environ

30、ment,customer perspectives,and their own needs and expectations.Culture also forms as a result of their interactions with each other.How employees collaborate,stay accountable to their work,and resolve conflict all impact your culture.Who Owns Culture?EmployeesWho Owns Culture?Key responsibilitiesIm

31、pact on company cultureProvide input to leadership and management on culture-building programs.Ensure the desired culture aligns with the actual work environment1.1.Offer insights on how the desired culture aligns with the actual cultureHelp improve and innovate culture-building programs2.2.Give fee

32、dback on existing culture-building efforts and suggest new ideasFoster a consistent and cohesive cultural environment3.3.Create,adhere to,and enforce routines and norms that reflect the desired cultureEnhance overall employee engagement and satisfaction4.4.Align their attitudes and behaviors with th

33、e desired cultureContribute to a more accurate understanding of employee needs and expectations5.5.EmployeesHuman Resources(HR)plays a critical role in shaping company culture by focusing on maximizing the long-term productivity of employees.This function encompasses acquiring,developing,and retaini

34、ng talent while ensuring a safe and legal work environment.HR also provides strategic guidance and professional development to leadership.Who Owns Culture?Human resourcesWho Owns Culture?Key responsibilitiesImpact on company cultureEnhance overall productivity through strategic talent managementMaxi

35、mize long-term employee productivity1.1.Foster a culture of continuous development and improvementAcquire,develop,and retain talent2.2.Improve employee engagement and retentionProvide onboarding and ongoing training3.3.Ensure a safe and compliant work environmentAnalyze employee insights and data fo

36、r improvement opportunities4.4.Provide valuable insights for leadership to align strategies with employee needsFacilitate periodic performance reviews5.Ensure a safe,secure,and legal work environment7.5.Offer professional development and strategic guidance to leadership6.Develop programs that increa

37、se employee engagement8.Human resourcesCompliance is a crucial function that ensures the workforce is informed,included,safe,and effective.By addressing bias,conflict,and harassment holistically,compliance promotes psychological safety and prevents abuse or hostility in the workplace.Who Owns Cultur

38、e?ComplianceWho Owns Culture?Key responsibilitiesImpact on company culturePromote psychological safety by addressing bias and conflictProvide input on the desired culture from the perspective of ethics and risk1.1.Ensure alignment of cultural goals with risk management strategies.Ensure culture alig

39、ns with risk management strategies through tools and systems2.2.Enhance the organizations reputation and public perceptionMaintain a positive image of the organization and avoid compliance risks3.3.Foster a safe and compliant work environmentIdentify and safeguard against risk4.4.Build trust and int

40、egrity within the organizationManage public perception and reputation as an organizational spokesperson5.Develop and maintain internal controls,policies,and procedures for regulatory compliance7.5.Handle legal issues and manage accompanying PR6.ComplianceCulture should come from the top down,driven

41、by leaders who set the tone for the organization.Leadership plays a significant role in establishing a positive culture,embodying the values and behaviors they wish to see throughout the company.However,culture maintenance extends to all levels,with employees interactions and respect for one another

42、 shaping the work environment.Recognize that culture will form within your organization regardless of effort.You can proactively build a strong,Company culture does not happen by accidentpositive culture or let a negative one develop by default.Prioritizing culture-building efforts and fostering an

43、inclusive environment leads to a workplace that thrives on collaboration and shared values.In conclusion,engaging all employees in culture-building is essential.A strong culture requires deliberate actions and consistent commitment.Take steps to build and maintain a culture that aligns with your org

44、anizations values,ensuring a positive and productive environment for everyone.Who Owns Culture?Culture transformation at workWho Owns Culture?“It takes a lot of curation to create a culture thats high-performance-driven and also loving and caring.”SCOTT ONEILPresident|Philadelphia 76ers“Culture beco

45、mes your enabler.Its whats exciting about a company.”LOUISE FRANSESCONIDivision President|Raytheon“We are colleagues,not just coworkers.”INES KONDICDirector of Project Management Outfit7“Their style could be direct because I knew they caredone of the fundamental pieces of a solid culture.”CHRIS MCINTYREWing Deployment Officer U.S.Air Force