Tag Archives: culture

How to Define Company Values

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Twenty three people milled about the room. We had gathered together to talk about culture. Culture is that unwritten set of rules that governs our behavior as we work together. With such a large group, from vice-presidents to managers to supervisors, we broke into six smaller groups so quick discussions could occur. The CEO was in the back of the room with strict instructions to simply listen.

“On the table, everyone grab a little stack of sticky notes. Please identify five values that you believe are important in guiding our behavior as the company works together. Write one value on a separate sticky note.” Within 90 seconds, most had completed the assignment. Each small group was given another 90 seconds to share their responses, to make sure each person had five sticky notes. We were three minutes into the meeting.

“We have a big white board up here. I know it will get noisy, but everyone stand and come stick your five values to the board. Once all the notes are on the board feel free to group all the duplicates together and then sit down.”

And so the room was thrown into chaos for a few minutes. In the end, 62 different values were represented on the board. Those 62 values were quickly and randomly rearranged into 31 pairs of words.

“This next step is like a double-elimination tournament for a softball game, only quicker. For each random pair, we are going to vote on which value best represents what we want for our collective culture. The winners will go on one side and the losers on the other. Then we will pair all the winners and pair all the losers. To get off the board, the value has to lose twice, so a losing value could earn its way back to the winner’s side of the board.”

The voting went quickly. As the selections went from 62 to 31, down to 12, we then broke into group discussions to get the last 12 down to six. Groups were allowed to advocate for their most important values. In the end, we had five values, with very clear understandings what behaviors were connected to each. The process had taken an hour and a half. Our next meeting was scheduled for the following week.

How to Build Intentional Culture

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The management team was assembled in the conference room. Culture was the topic of the day.

“You can either try to get people on board with your culture, or you can build the culture that people want to get on board with. Which is it going to be?” I asked.

Since Miguel called this meeting, everyone looked at him. The silence worked its discomfort. I broke the group into teams of two. Erica’s team was the first out of the gate.

“I don’t think you can talk people into it. The culture has to make personal sense and they have to believe it is really true. People can smell a pig no matter how much lipstick is on it.”

“What do you mean, it has to make personal sense?”

“I mean the values of the company have to be close to the values of the person. If there is a conflict, either the company has to change or the person has to go find another company.”

“Do you think culture comes from values?” I continued to probe.

Erica wasn’t sure where this was going, but she had already stuck her neck out. “I think culture is the collected values of every person who is a member of the group. Culture is that unwritten set of rules that governs our behavior as we work together. It sets the expectation, creates the environment in which we work.”

“So, would you agree that the first conscious step toward a positive culture is to actively collect the values of each member of the group?” I stopped. “A little scary, perhaps. Until we collect the values, we can get away with ambiguity. Once we collect the values, there is no place to hide.”

How Do You Interview for Teamwork?

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“There is just something about this candidate that I can’t put my finger on,” Wendy was skeptical. “Everything checks out. This person has the technical skills, the necessary experience, seems enthusiastic, but there is something. On paper, this person should be hired, but my gut is telling me otherwise.”

“You have covered the bases on my list,” I replied. “But I would trust your intuition. Which is it?

  • Capability
  • Skill
  • Interest, Passion (value for the work)
  • Reasonable Behavior

“Which is it?”

“What do you mean, reasonable behavior?” Wendy wanted to know.

“It’s important what a person knows, technical knowledge. It’s important how a person feels toward the work, interest or passion. But to complete the tasks in the role, the person has to do something. It’s about behavior. Are there habits that people have that contribute to their effectiveness? Like always showing up early for work?”

“Yes, habits are important,” Wendy agreed.

“And do we have cultural norms for our behavior in the work that we do around here?”

Wendy nodded. “I think you got it. That’s it. We have a very strong team culture. Every company says teamwork is important, but around here, it is critical. Some of the work we do is dangerous. Every person here depends on their team members to work safely. Their lives depend on it.”

“So, if culture is that unwritten set of rules that governs our behavior in the work that we do together, what does your intuition tell you about this candidate?” I asked.

“Everything story the candidate told was about himself. I mean, the interview was obviously about the candidate, but every accomplishment seems like it was single-handedly performed. I never heard the word ‘we’ during the whole interview.”

“So, your intuition is telling you something, related to reasonable behavior. What additional questions do you want to ask?”

“Working together as a team is a critical role requirement,” Wendy explained. “I need to know how this candidate works with other people. It is as important as any of the technical skills.”

“What questions will you ask?”

“Thinking out loud, here is my list,” Wendy replied.

  • Tell me about a time when you worked on a project where teamwork was important?
  • What was the project?
  • What was the purpose of the project?
  • How long was the project?
  • How many people were on your team?
  • What was your role on the team?
  • What were the factors that made teamwork important?
  • What were the factors that put pressure on the team to work together?”
  • When the team worked well together, what were they doing?
  • When the team began to crack, when they didn’t work well together, what were they doing?
  • What was the outcome of the project?”
  • Tell me about another project, where teamwork was important?

“That ought to be a good start.” she smiled.
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How Does Culture Retain the Team?

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Ray was looking at his list. “So, I can count on losing this person. They already gave their notice. And I know they will continue to have contact with the other team members, so I know they will talk with each other.”

“Yes, they will talk. And they will talk about money. And money will appear to be the only reason to work at one company versus another. In what way can you, as a manager, put this in perspective for your team. In what way can you effectively communicate, effectively remind people about the other reasons people work, the other reasons people work here?”

Ray was shaking his head, then nodding his head. “So, it turns out that our team culture is really important after all.”

“Yes, when we sit and talk about job satisfaction, matching people’s talents with job requirements, matching people’s capability with the challenge level in the position, creating a trusting work environment, you think I am talking about being warm and fuzzy. The reason that stuff is important, the reason you have to pay attention, is to win this war against competitors. And you can’t win it with money.

“And if all your competitor has to offer is money, then you will make it very expensive for them. And in the end, their cost structure will be out of whack, and you will still win your customers. Culture eats the competition for breakfast.”
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In Conflict with an Official Rule?

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“Why is culture important?” I asked.

“It’s the way things are,” Ryan explained. “It’s that unwritten set of rules that governs our behavior, that determines the way we work together.”

“And why is it important?” I repeated.

“Every company has a culture, whether they like or not. It’s an undercurrent, sometimes silent, sometimes outspoken.”

“And if there is an official rule that is in conflict with a cultural (unwritten) rule, which wins?”

“Culture always wins. For better or worse, culture always wins.”