Here are Emma, Dominic, Liz and Simon\u2019s key considerations for creating and nurturing a world-class culture.<\/p>\n
Our panelists each have their own take on what great culture is, and how to attain it, but one thing they all agree on is its importance. It\u2019s not just about keeping people happy \u2013 it’s crucial to business success.<\/p>\n
\u201cIf you\u2019ve got a good culture, you\u2019ll get 40% more discretionary effort from your employees,\u201d explains award-winning business coach Dominic Monkhouse. La Fosse Founder, Simon, agrees. He started La Fosse in 2007 with the premise that a caring and collaborative culture should be not just encouraged, but expected. \u201cThe company is culture,\u201d he says. \u201cWe’re a people business and everything else is built out from there, so we take it very seriously.\u201d<\/p>\n
For Liz Robinson, Head Teacher of Surrey Square Primary School (rated outstanding by Ofsted), culture and values are much more than something to aspire to. They represent everything which the school is about: \u201cvalues are at the heart of what we do,\u201d she explains. If a behaviour, a project or a programme doesn\u2019t meet those values \u2013 Responsibility, Respect, Enjoyment, Community, Perseverance, Compassion and Excellence \u2013 it simply won’t be tolerated.<\/p>\n
To build a great culture, you need to know what you expect from your team \u2013 and they need to know that too. \u201cCulture is what people do when no-one is watching,\u201d says Dominic. \u201cA good culture is when people choose to do the right thing all the time, not just when they’re likely to face consequences if they don’t. \u201d To get to that stage, it\u2019s vital that your colleagues know what the right behaviour is, and see it in action.<\/p>\n
That means leadership from leadership \u2013 senior figures demonstrating what the right thing is when everybody is watching. Emma Cerrone, Co-Founder of digital transformation experts Freeformers, is clear on this point: \u201cManagement sometimes talk about culture as if it’s separate from their own behaviour.” She says “In fact, they need to start by thinking \u2013 what are five behaviours I can exhibit which bring our values to life?” By clearly demonstrating these in every opportunity, they are asking employees to replicate their behaviour.<\/p>\n
That\u2019s why, under Liz\u2019s leadership, the mantra of \u201cpersonal and academic excellence: everyone, every day\u201d underpins everything that happens at Surrey Square. Because both staff and students are clear on that, the school is a better place.<\/p>\n
We often expect business leaders to be infallible. But if leaders are to encourage a culture of openness and honesty, they need to admit that they don’t do everything flawlessly. \u201cLeaders need to have the humility to admit they mess up sometimes\u201d, Simon admits, \u201cIt’s this which gives their employees permission to be less than perfect, and get on with learning \u2013 the activity which is at the heart of a great culture.\u201d<\/p>\n
Dominic agrees that the tone set right at the very top is key. He has seen it first-hand himself in turning around companies where poor management is making everybody unhappy. \u201cThe CEO in a business casts a very long shadow,\u201d he notes. \u201cIf they\u2019re miserable, they\u2019ll have a very miserable company, and they\u2019ll deserve to be miserable for the rest of their lives!\u201d<\/p>\n
But leadership won\u2019t guarantee that every member of your team buys into the culture, even if management adopts it wholeheartedly. Finding ambassadors who are willing to maintain standards at every level is vital. Emma likes to ask: \u201cWho sits in the canteen at lunchtime? Who organises the most nights out?\u201d If the social hub of the office upholds that culture, others are much more likely to buy in.<\/p>\n
Cultures will change over time \u2013 for better and for worse. When founders and leaders are developing their values and aspirations, they need staff who are willing to get on board with their vision.
\nAt Surrey Square, Liz makes no apology for demanding that her team adopts the values which have seen the school skyrocket to excellence. As she points out, there are 22,000 other schools in the country for them to try if they can\u2019t, or won\u2019t, adhere to the school\u2019s values.<\/p>\n
But finding the right people is no easy task. Dominic\u2019s advice is to invest time in getting recruitment right. We\u2019ve all seen the job ads which warn: \u201cIf you have not heard from us within 10 days, you should assume that your application has been unsuccessful.\u201d \u201cWhy would I want to work for them?\u201d, he asks. No company which treats applicants with a lack of respect from the outset deserves to recruit the best talent. \u201cIf you outsource your recruitment, make sure you know what impression your job ads are giving of your business.\u201d he advises.<\/p>\n
The challenge for many young businesses, start-ups and rapidly scaling disruptors is that with so much going on, it can be difficult to focus on building, maintaining and changing culture for the better. But when done right, culture is not just an asset \u2013 it can be the basis for the success of a whole organisation.<\/p>\n
Take Simon\u2019s word for it: \u201cThe journey we\u2019ve been on has simply been about getting the culture right, and the rest has followed.\u201d<\/p>\n