Many of the most engaged business leaders are beginning to acknowledge the elephant in the room: their company culture is dead or on life support!
You may have company values that “exist” in theory; however, your company culture doesn’t reflect the leadership behaviors and interactions that represent these values. It’s time to breathe new life into your company culture—it’s time for Cultural CPR. Here, CPR stands for Consciousness, Practice, and Results.
In this eBook, you’ll learn how to perform Cultural CPR on your company. We’ll dive into the hard truths of creating cultural consciousness, sustaining it through daily practices, and measuring and managing the results.
Reviving your company’s culture begins by reflecting on its prevailing state and your leadership team. You must take a hard look at each member of your organization, starting at the top. Who does not align with the desired company culture you wish to nurture? Are your leaders willing or able to adapt to align with the new culture you want?
WHAT YOU’LL LEARN:
Section 1: Creating Cultural Consciousness
Section 2: Practice Makes Perfect
Section 3: Measuring the Results
Creating Cultural Consciousness
First, let’s discuss the “C” in CPR. It’s time to understand cultural consciousness.
You cannot expect your team to understand what you believe are the core values and principles that should guide your business unless you teach, or remind, them. Effective communication is at the root of any teaching and learning process. You must integrate your company values purposefully and consistently in your organizational conversations. You must also include the benefits of a robust company culture in the ongoing discussions with your team. When they understand how your organizational values and beliefs impact their own work experience, they’ll become more accountable for the behaviors and interactions that embody a stronger company culture.
While over-marketizing company culture can appear disingenuous, to create cultural consciousness, your company values, belief statements, and standards of behavior should be documented and shared throughout your organization. This discipline is more than just developing new poster boards and flyers.
For example, meetings should begin or end with thoughts on what you believe as an organization or how individuals exhibited the core values critical to your organization’s
success. The intrinsic value of your company culture should be talked about, discussed, and emphasized.
Use the questions on the next page to assess your organization’s level of cultural consciousness.