{"id":82382,"date":"2022-04-22T09:28:09","date_gmt":"2022-04-22T16:28:09","guid":{"rendered":"https:\/\/www.betterworks.com\/?p=82382"},"modified":"2022-11-21T23:19:53","modified_gmt":"2022-11-22T07:19:53","slug":"healthy-workplace-culture-angela-howard","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/healthy-workplace-culture-angela-howard\/","title":{"rendered":"Designing and Sustaining a Healthy Workplace Culture With Angela R. Howard"},"content":{"rendered":"\n

Organizations rely on the strength of their culture to attract and retain top talent. But if your culture isn\u2019t healthy, you could be doing more damage than good to your bottom line. <\/p>\n\n\n\n

You can\u2019t separate culture from the worst actions taken by your company. \u201cCulture becomes decayed when you have a mismatch between your words and your actions,\u201d says Angela R. Howard, organizational culture strategist at Angela R. Howard Consulting<\/a>. \u201cIt\u2019s easier to decay culture than to build it.\u201d <\/p>\n\n\n\n

Behaviors that don\u2019t align with your culture will erode it. But if you\u2019re intentional and deliberate in how you design culture, you can flip the script. \u201cHealthy culture is just healthy behaviors that align back to your values,\u201d Howard says, \u201cand what you want your company to stand for.\u201d<\/p>\n\n\n\n

Here\u2019s how to build and sustain a healthy culture at your organization.<\/p>\n\n\n\n

Assess Cultural Maturity<\/h2>\n\n\n\n

Most of us think of culture as requiring the participation of groups of people, but an intentional culture starts with one person: the founder. \u201cWhen you start organizing around something \u2014 a mission, a vision \u2014 you\u2019re starting to build culture,\u201d Howard says. Most organizations don\u2019t start addressing culture until they begin adding people, and that can be a mistake.<\/p>\n\n\n\n

By that point, culture is already in place regardless of whether anyone tried to curate it. This can lead to company leaders giving up on culture as a strategic driver of the business, and just letting it happen because \u201cthat\u2019s just how it is.\u201d <\/p>\n\n\n\n

But your culture doesn\u2019t have to be accidental: You can be intentional about building and sustaining a culture you\u2019re proud of and that represents your business.<\/p>\n\n\n\n

It starts with organizational identity. \u201cWhat mark are you trying to leave on the world?\u201d Howard says. \u201cWhat\u2019s that ripple effect you want to achieve?\u201d Every company should regularly check on those foundational elements (mission, vision, and values) and assess where they are against where they thought they\u2019d be.<\/p>\n\n\n\n

Concentrate on Leadership<\/h2>\n\n\n\n

Leaders often work in a silo or as their own layer of the company. They don\u2019t necessarily think about themselves as stewards of the culture, and that\u2019s a huge missed opportunity for designing and sustaining healthy workplace culture<\/a>.<\/p>\n\n\n\n

Your leaders need to completely embrace and align on what you\u2019re trying to achieve. \u201cExplain to them their responsibilities as a leader,\u201d Howard says. \u201cHR isn\u2019t responsible for preserving culture: you <\/em>are.\u201d Create the strongest leadership team possible that\u2019s aligned on what you want to achieve and committed to getting there. <\/p>\n\n\n\n

Managers can be your biggest champions or the greatest risk to your efforts. The goal is to convert leaders into change management champions as the organization works through its cultural transformation. All too often, the business doesn\u2019t provide change agents with talking points or resources, leading to garbled messaging that can undermine your culture.<\/p>\n\n\n\n

\u201cMake sure every leader has talking points for every big communication,\u201d Howard says, \u201cand that leaders feel equipped to talk to their people.\u201d<\/p>\n\n\n\n

Talk to Employees \u2014 and Actually Listen<\/h2>\n\n\n\n

There\u2019s often a disconnect between what the leadership team expects and what employees are actually experiencing, and that can create significant gaps in your cultural design. \u201cYour culture lives within your employees, too,\u201d Howard says. Ask them how they perceive the culture if you want a better understanding of how they\u2019re interacting with and living culture on a daily basis.<\/p>\n\n\n\n

Asking employees for their thoughts can be refreshing, both for your culture and<\/em> for them. Employers are always the driving force. Do employees feel involved in the business and culture, or are they just a lever for getting results? \u201cEverybody wants to feel like they\u2019re a part of something,\u201d Howard says. How are you making them feel like a part of the conversation?<\/p>\n\n\n\n

Define different actions, tactics, and strategies to move the needle, especially in bringing culture into policies and programs. Culture should be part of performance reviews, competency models, and employee development programs. Build out your values into real-life actions and behaviors so that everyone understands what living the culture looks like.<\/p>\n\n\n\n

When goal-setting, getting input from employees can inform the business strategy because they\u2019re the ones doing most of the work. \u201cIt\u2019s more like a two-way partnership,\u201d Howard says. \u201cThat\u2019s<\/em> what you should be aiming for.\u201d<\/p>\n\n\n\n

Based on employee input, fill the gaps between your present-day culture and what you thought it was \u2014 or want it to be. There will be things that employees ask for that you may not be able to do (you can\u2019t compromise on your mission, vision, and values, for example). But even in those cases, Howard says, it\u2019s important to be transparent with employees and to explain your decisions.<\/p>\n\n\n\n

A Road Map With No Final Destination<\/h2>\n\n\n\n

Culture is ongoing: It\u2019s either reinforced or eroded by the actions of each employee, every day. You\u2019ll never really arrive at the \u201cend\u201d of the process, and that makes ownership of cultural outcomes even more important.<\/p>\n\n\n\n

Company leaders really need to be the driver of culture. They have to model it, monitor it, and engage employees in preserving it. <\/p>\n\n\n\n

External consultants, such as Howard, can help identify where you want to go, what you have now, and how to fill the gaps. But consultants can\u2019t take you all the way. \u201cMy goal is to make this sustainable,\u201d Howard says. \u201cBuilding culture is really intentional and iterative over time.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Building a healthy culture requires assessing cultural maturity, focusing in leadership, listening to employees, and driving culture daily.<\/p>\n","protected":false},"author":111,"featured_media":82384,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","inline_featured_image":false,"footnotes":""},"categories":[3516],"tags":[],"featured_location":[],"industry":[],"class_list":["post-82382","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-company-culture"],"acf":[],"yoast_head":"\nBuilding a Healthy Workplace Culture With Angela R. Howard - Betterworks<\/title>\n<meta name=\"description\" content=\"Organizational cultural strategist Angela R. 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