Frequently Asked Questions
Some common questions - and barriers - to creating cultures of connection and belonging.
We don't have time to do culture.
When teams are already stressed and don't have enough time to accomplish their tasks, it's reasonable to question adding something else to their schedule. Nobody wants to spend time in routine team-building exercises or required and impersonal 'team development' time.
But in order to go fast, we must slow down. Investing in the slow and thoughtful work of caring for our people in real ways that doesn't waste time, but is actually helpful and personal is worth gold in the long term.
Second, culture will be created, whether you are intentional or not. To build a positive, people-centric culture, it will take time, intention and investment. And when you carve time out to prioritize people, you not only take an active role in creating culture, but you communicate worth and value to your employees.
Third, there are plenty of spaces in the work day, week and year to meaningful engage employees. Within the rhythms of the work schedule, from lunch to onboarding, to company-wide celebrations - there are plenty of opportunities to incorporate culture-work into employee's schedules, without taking time away from getting the job done.
Finally, creating a people-centered culture often isn't about adding meetings, but creating an environment rich in storytelling, design and care - from surprise coffee runs to sharing employee's stories and photos to creating physical spaces for rest and rejuvenation. The design of spaces, rituals and play communicate care and belonging, often far more than content can.
Assessment Fatigue
Our world is filled with assessments, from personality testing to pulse surveys. While these may express care and a positive intent to learn, employees can quickly burnout on assessments, especially if they don't see progress or change. And how can we create meaningful change from reading the results of our assessments?
We find employees and teams are willing to participate and give feedback if they feel they will be heard. This means creating high intentionality and communication around the assessment - what it is, how it will be used, and the hoped-for outcomes.
And with in-person conversations, it's easier to communicate care and intention, always asking questions that matter while inviting candidness. Providing a place to 'tell the truth' is a powerful place and shows employees the company truly cares.
Finally, a third-party like Vertiklë Solutions can provide a confidential and safe place for candid feedback and discussion - leading to more authentic and honest feedback.
"We do culture, we have parties."
Our connection experiences are much deeper and more intentional than the traditional 'company parties.' Usual company events are often unguided, lacking intention and therefore, purposeless and not a great use of time for employees, despite the free food and drinks.
There are many ways to gather employees meaningfully that can deeply connect and help employees feel like they belong. These rich experiences will not only be better attended, but can become coveted moments to create meaning and underline the purpose of the company.
Celebrations are just one way to gather and create a place of belonging. But without intention, they backfire and can communicate a lack of care and a company just checking boxes.
Individual coaching vs. team coaching
Our research shows individuals learn, grown and form closer bonds when they process and share in small groups.
As social beings, we thrive when we are in "it" with others, and when we know our teammates face similar situations and challenges. In symbiotic cultures, when we share and process we learn more effectively, rather than facing our challenges on our own.
In battling our fragmented and individualistic culture, when we join with others in the journey, mutual trust, camaraderie and satisfaction is created, creating lasting and powerful bonds.
Time to change.
There are no quick fixes, and culture does not change in a few weeks, with a few new strategies. Whether we like it or not, a company already has a culture, even if it's a new company. It takes time to understand the culture, identifying challenges and dysfunctions and listening to employees.
Only when we've done the careful work of understanding the culture, can we begin to transform.
Yet, high intentionality and public commitment with follow-through can more often that not quickly create a sense of hope,
Stickiness.
There is much talk of making our efforts stick. In a fast-food, instant culture where we are already overwhelmed with information and tasks, how do we make something stick, especially something new?
More than almost anything, humans want to be connected, seen and known in a real way. There is nothing more powerful than being included, valued and respected.
When a company genuinely cares for their people and expresses that care with intention, commitment and sacrifice, that investment will not only stick, but will resonate and ripple throughout the company and throughout the lives of your employees.
If we create a counter-culture of people first, and willing to slow down to go farther, we will transform not only our bottom-line, but the people who make it all possible.
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