Identifying company culture as an organizational priority isn't new. In fact, it's been 40 years since the discussion around the importance of company culture first came to the forefront. But despite that, we're still having this conversation. Why are we still grappling with how to build a company culture where we allow our people to thrive while at the same time hitting our organizational goals and benchmarks?

There are two main reasons why most company culture efforts fail: they aren't based in shared values, and they don't prioritize the establishment of a shared language. The culture of our organizations is rooted in our values in practice, and those values need to be developed, strengthened, and sustained. In order to do that, we need a shared language to know how to talk about, but more importantly, how behave our values.

Reason 1: Failure to Identify Shared Values

Shared values serve as the most potent force driving meaning, motivation, performance, and growth, both at an individual and collective level. They form the cornerstone of any thriving organizational culture, embodying not only what is important to us but also shaping our actions. The true vitality of a culture lies in the embodiment of values in everyday practices. Values in practice breathe life into the culture, connecting us to our core identity and influencing our behaviour. They inform our communication, idea-sharing, emotional expression, problem-solving, and conflict resolution, establishing a framework for how we navigate our interactions and contribute to the overall resilience of our teams. In essence, values cease to be mere abstract principles but become the force that propels a culture forward.

Problems quickly arise when we as leaders can't name the values that are leading us, which ultimately leads to the incongruence of those values with the ones we want to guide our organizations. A lack of shared values also leads to misunderstandings in an environment where people are unclear on how to express their ideas, solve problems, and resolve conflict. This then creates the conditions where both relationships and trust are at risk. Shared values in practice bolster both connection and clarity, which are crucial in a healthy, thriving company culture.

Reason 2: Failure to Establish a Shared Language

A shared language is a pivotal element in transmitting and reinforcing shared values within an organizational culture. While behaviours aligned with shared values are crucial, the next vital aspect is language — a common understanding of how to express what is important to us as an organization. This shared language encompasses not only words and phrases but also the non-verbal components, such as tone and body language. It serves as a means to communicate information about our organization's identity, values, and a code of conduct governing our interactions.

Without a shared language, each interaction risks becoming inconsistent and unpredictable, as people may approach communication differently based on their personalities. Without consistent values and communication processes, it becomes challenging to understand expectations, which can foster an uncertain and unreliable working environment.

Leaders play a crucial role as role models, mentors, and coaches; we are, after all, the key champions of our organizational culture. It's important, then, that we as leaders undergo the same communication training as our staff and managers so that we all learn and understand a common language. Senior leaders, as role models, should of course possess the knowledge and skills to lead our teams, but we also need to be adept at values and language so that we can set a consistent and unified example for our teams. A shared language and values are integral at every organizational level, with senior leaders leading the way in exemplifying these principles.

The Solution in Six Steps

To effectively address the issue of company culture and ensure that we can sustain the behaviours we want to see in our organizations, there are two pillars we need to be mindful of. First and foremost, we must put an end to merely talking about company culture and instead give it the attention it deserves. Following this, intentional efforts must be made, recognizing that a positive culture doesn't happen by accident when humans come together. Instead, great cultures are intentional about adopting shared values that guide behaviour and implementing a language that effectively transmits those strengths and values.

From this foundation of attention and intention, the following six steps offer a comprehensive strategy to solve culture-related challenges:

1. Define Shared Core Values: Clearly articulate a set of shared core values that will serve as the guiding principles for people's behaviour and actions within the organization.

2. Establish a Communication Framework: Develop and support a communication framework and process that align with and reinforce the identified values. For example, if your values include inclusivity and collaboration, yet you fail to invite frontline staff to meetings to offer feedback or only communicate with your team via email, you quickly begin to undermine your own values.

3. Strengthen Leadership Capacity: Consistently and immediately enhance the capacity of all leaders to embody the values as role models and coaches. This involves providing practical examples and actionable ways for leaders to put values into practice. For example, if your values include innovation, be sure to make space for everyone to speak at team meetings. Or if your values include accountability, leaders need to both celebrate the team's efforts and own their mistakes.

4. Integrate Values into Processes: Develop processes that integrate shared values and language into recruitment, hiring, and performance reviews. Align hiring approaches with values, set meeting agreements around values, and incorporate values into performance management. For example, offering employees the opportunity to evaluate themselves before leaders do, sharing their successes and accomplishments, is a simple way to integrate strengths-based values in practice.

5. Recognize and Celebrate Values Alignment: Regularly acknowledge and celebrate instances where team members honour values and use the shared language. Consistent reinforcement is essential for fostering a culture that aligns with the desired values.

6. Address Behaviours Inconsistent with Values: Actively identify and address behaviours that counter shared values and language. Challenge and correct processes that undermine the organization's cultural foundation.

Without a shared language and values, creating and sustaining a preferred culture becomes impossible and quickly leads to uncertainty and inefficiencies within the organization. By implementing these steps, an organization can establish a robust foundation for a positive and intentional culture, leading to engaged and resilient staff, and more collaboration, innovation and success in the work of the entire team.

Stephen de Groot is President and CoFounder at Brivia. He is the author of Responsive Leadership (SAGE, 2016) and Getting to Better: A New Model for Elevating Human Potential at Work and in Life(Fall, 2024). To learn more about Stephen, his work and the Brivia approach click HERE.