How to Build a Strong Company Culture — At a Distance
Even when the COVID-19 pandemic passes — which it inevitably will — it seems unlikely we will ever return to “business as usual.” At least not to “business as it was before 2020.”
Many companies are already waking up to this reality. Those not reliant upon employees being physically present to function, like law firms, insurance and financial services companies, marketing and advertising agencies, software developers, etc., are coming to terms with the realities and benefits of virtual operations. As a result, they are likely to retain some vestige of this model even after the crisis is behind us.
Certainly, the benefits of working from home, at least part time, are too significant for organizations to ignore. Let’s discuss a few: extra working hours via reduced commuting times, more time to work uninterrupted, and reduction in costs associated with large physical working spaces (rents, furniture, telephone lines, etc.), are all key factors.
At the same time, working virtually does present its own unique challenges, not the least of which is the building — and maintaining — of strong company cultures. To understand this issue better, let us reflect upon the fact that much of what a company “is” arises from activities that have little to do with the products or services it provides.
Instead, it is created by the conversations employees have before they slide into their cubicles, the information they share in the company lunchroom, the laughs they enjoy together at a bar after work, and/or the camaraderie built during a company softball game. These are the kinds of culturally significant features difficult to develop through emails, phone calls, and Zoom conferences. And traditionally, they required person-to-person interaction.
So-called “solopreneneurs,” those who run their own one-person operations, face a similar challenge in a post-COVID world, as these individuals — often accountants, attorneys, architects, writers, and business consultants — rely on their social networks to generate new clients. These networks are likely to involve fewer interpersonal interactions as a result of the trauma through which we’re currently living.
The key for both these groups, traditional companies and solopreneurships, will be to put a special, perhaps even outsized, emphasis on developing personal relationships and creating opportunities for social interaction. These can take a variety of forms, including:
Employee Empowerment.
Large organizations usually take a “top-down” approach to decision-making. Senior leadership establishes policy, and the staff executes on it. With employees either coming into the office on staggered schedules or working mostly from home, giving them a stronger say in decisions affecting their operations is a good way to boost engagement and, yes, increase overall productivity.
Implementing “Psychological Safe” Protocols
Psychological safety is defined as a situation in which employees are able to speak their minds freely without fear of criticism, degradation or, worse, retribution. Studies have shown psychologically safe cultures are particularly beneficial for companies possessing geographically dispersed teams.
In her book, The Fearless Organization, author Amy Edmondson writes, “It’s increasingly common for teams to have members working in different locations around the world who may not even have met in person. These so-called virtual teams face the related challenges of communicating through electronic media, managing national cultural diversity, coping with time zone differences, and dealing with shifting membership over time… With psychological safety, team members felt less anxious about what others might think of them and were better able to communicate openly.”
Boosting Morale Through Non-Work-Oriented Events
Company picnics, softball games, retreats, and even birthday parties have long been ways for companies to build trust and cohesion among employees. In a post-COVID world, such non-work-related activities will take on even greater importance. After employees have been apart for such a long period of time, they’re going to need opportunities to reconnect. As a result, staff at all levels will need help (re)forming close, trusting relationships, and smart companies will do well to encourage such bonding.
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For years, my company has specialized in helping businesses large and small build and maintain strong, lasting cultures that reduce employee efficiency, decrease turnover, and boost the bottom-line. For more information on my approach, please read about me in Forbes. And if you are interested in how I can help your company prosper in a post-COVID economy, please email me @ laura@conoverconsulting.com.