• Anne

    Lots of detail here and thought provoking. Thanks for sharing your perspective! I tend to say, the “energy” of a company.

  • Peter Gruben

    Here is my
    definition (short version) of work place culture: It is the way how we behave
    and therefore feel (all stakeholders involved) when conducting business. The
    right culture (s) will feel infectious when it comes to performance.

  • Pascalis Claudius Lotinggi

    The Deloitte’s survey is enlightening. However, different employees may respond differently to the workplace culture in an organization.

    The four things listed as motivating are, indeed, motivational in nature.

  • http://twitter.com/SSpanTolero Scott Span, MSOD

    You raise some great points, and thank you for citing the Deloitte study, as I hadn’t seen that one yet. Per defining culture, in a previous articles on TLNT I shared my thoughts on that, as well as: http://tolerosolutions.com/culture-is . I would add, people shape the culture as much as the culture shapes the people. Much discussion has occurred lately regarding hiring for a culture fit or a skills fit, and my view is it is a balance, especially for motivation as you mention. Culture and strategy also need to be linked. Walk the walk don’t just talk the talk.

  • Rory Trotter

    Thanks for sharing, Derek.

    At the heart of this I think is that companies get so focuses on defining what their “culture” is that they lose sight of what they’re trying to do in defining that culture – Find great talent and get them engaged in doing quality work.

    If a firm can do both of the above they’ll be in great shape.

    Keep writing.



  • Geoff Cook

    “Motivation is Key” YES!!! I believe that Derek is bang on target. What often happens, though, is that many managers, who are technical specialists and not trained in or prepared for their role as leaders of company culture, try out these prescriptive ‘Google’ type approaches, and revert to ‘command and control’ when they fail to work, and thus drive motivation through the floor. Managers and leaders at all levels need to understand some fundamentals of human psychology in order to give their folks the right kind of strokes, involve them, connect them and create the kind of environment in which they will be motivated. You can read more at http://www.thetrainingpartnership.co.uk – it makes a lot of sense. Hope to see you there, Geoff

  • Grace Tallar

    I would like to challenge a little this article, Derek. I disagree that all people want to do a good job, a lot (at least 28%) does not care! People want to have control – not all of them, again. At least, statistically speaking 25% of employees likes to be a follower, so they do not crave for any kind of control.
    Now, motivating others is highly overrated. People should be self-motivating and you can only bring to the horse to the water… but I do agree about compatibility od employees values and company’s culture, which is rarely verified by HR and managers. Company culture is always, always going from the top!

  • Deborah Over

    It’s important for corporate personnel to understand operations and treat their field personnel as the component that will make or a break the success of a company. It is good to have Marketed the Diversity, The Company Values and Vision of your company, but if it only sounds good on paper and you don’t do a self check to see if values are walked and talked, they mean nothing and it loses integrity for a company. If you try and hire right 90% of the time and you find the passionate folks, they will drive your business. If you treat them as a business owner, keep them engaged, continue ongoing training and offer opportunity to folks, that is what sustains and a keeps a business or a company successful. Too often senior leadership are intimidated by strong passionate folks that have opinions and think outside the box, because they don’t understand that energy is what gives stellar results versus just the average Joe. Folks that are successful want a voice and feel as though they contribute something. You do not always have to go with it, but it gives a company integrity when you listen and value your teams feedback. The key is not demotivate your team by doing or manging in a way that lowers their self-esteem and takes away their enthusiasm for doing a good job. Too often folks in Senior Leadership hold an opinion of it’s my way or the highway. All I can say is that will not sustain a company for the long haul.

  • jimjr11

    IT will be interesting to see how Netflix makes out over the next year of so. They just released their culture statement, it’s 127 pages, I got bored at 57 and it’s just bullets.

  • http://twitter.com/ShadowmatchUSA ShadowmatchUSA

    Why do companies love to “pigeon-hole” culture when in reality they have and need a whole variety of sub-cultures throughout their organization, very little of which may have broad commonality.

    The “culture” of support may need to be responsive and highly adept at problem solving; the “culture” of production may need to be consistency and discipline; the “culture” of marketing may need to be innovation and risk taking.

    I worry that too many companies are jumping on the culture bandwagon, but start looking for a simple answer to what is essentially a fairly complex problem. The risk of this is that they misunderstand (or worse alienate) parts of the organization leading to bias in hiring and a poor fit of employees and hopeful candidates to their intended team environment.

    We haven’t met a company yet that can show us common cultures and work behaviors across departments! I don’t think that’s the exception to the rule.

  • Smd-Tx

    I agree that financial perks are not the greatest motivators for most people. However, having motivated, engaged employees can only occur when the employee’s basic needs are met. Those needs are primarily financial; a competitive salary, being able to support & provide food, shelter and healthcare for their family. Once this foundation is established, a healthy work environment can be created. The intangibles reinforce the employees’ sense of value to the company so the employees wants see the company do well. The employees become engaged. They become motivated. At this point they want to do more for the company and they do it not for financial motivators. At this point the intangibles fuel motivation.