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October 6-8, 2024 • San Diego, CA

Tag: company culture

Mindfulness in the Workplace: The What, Why and How of Building a Mindful Culture

Your employees are busy, but nothing is getting done.

Your team is working hard, but projects fall behind.

Everyone’s inboxes are abuzz with activity, but decisions don’t get made.

Individual members of your team are talented and hardworking, but as a whole, the team is not as productive as it could be.

…. Does any of that sound familiar?

We live in a distracted age. Phones buzz, watches tweet, and even the commute to work has dissolved into an endless array of options: radio? Streaming? Podcast? Sirius XM? There is a constant influx of information battling for your employee’s attention, a constant risk of distraction not just pulling them away from the work at hand but draining their mental energy and leaving them unable to perform at the level they’re capable of.

So, as a leader within your organization looking to protect your team’s ability to consistently do good work, what can you do?

The answer many high-performing companies are turning to is mindfulness.

What Is Mindfulness?

Mindfulness in the workplace is not just an excuse to splurge on branded yoga mats for the office (after all, not everyone’s flexible enough for One-Handed Tree Pose!). Rather than a specific physical practice like yoga or meditation, mindfulness is an approach to work and time that respects the mind’s ability (and need) to concentrate on one task at a time and an approach to work that leaves room to reflect on the implications of our actions and decisions.

The technical definition of mindfulness is an awareness of yourself and your surroundings in the present moment. In practice, mindfulness in the workplace is …

  • Thinking through an email before you send it so that you provide all the details the recipient needs the first time
  • Focusing on the customer’s needs and making sure you’ve met those needs before ending an interaction
  • Releasing a product that represents the best of your team’s abilities, not the result of frenzied multitasking
  • Making decisions that reflect your company’s values instead of decisions that solve the short-term problem as quickly as possible
  • Being intentional about how you communicate and how you spend your time

What Are the Benefits of Mindfulness in the Workplace?

There’s a reason that industry-leading companies like McKinsey & Company, Procter & Gamble, and Apple implement mindfulness programs for their employees: it’s been proven to deliver significant and long-lasting benefits in three areas that are critical to maintaining high levels of creativity and productivity: focus, attention, and behavior.

Focus

The ability to focus is really an ability to avoid distraction. By practicing mindfulness techniques, employees increase gray matter in the brain, thus increasing density in the areas of the brain responsible for learning and memory. As a result, they can maintain higher levels of attentiveness and concentration and spend more time on a given thought, project, or task, than usual.

Attention

Mindfulness stabilizes attention in the present and helps employees pay attention to visual and audio information longer. In particular, mindfulness has been shown to improve the “three qualities of attention”: control, stability, and efficiency. As a result, instead of allowing our minds to wander for approximately half of our waking hours, we gain back control over that time, and we can put it to good use.

Behavior

Mindfulness techniques have been shown to enhance the function of parts of the brain and result in superior performance in self-regulation, learning from past experiences, and decision-making. In one report, 80% of senior executives at General Mills who took a company-sponsored mindfulness course reported a positive change in their ability to make better decisions and 89% said they became better listeners.

Mindfulness has also been shown to have a positive impact on resilience, collaboration, and complex leadership ability. Click here to read more.

How to Incorporate Mindfulness Into Your Culture

If you’re reading the Culture Summit blog and getting your plans in place to attend this year’s Culture Summit, we don’t need to tell you that you can’t just throw mindfulness into a mission statement and assume it’s a part of your culture. Like any other culture attribute, mindfulness is something that your organization needs to embrace on a deep level so that your processes and policies grow out of it.

If you want to build a more mindful company culture, plan ways you can exemplify and incorporate mindfulness into leadership decisions, company-wide processes and policies, and reinforcement opportunities. Here are a few examples to get you started:

  • Encourage employees to take mindfulness breaks throughout the day, whether structured (meditation, yoga, etc.) or unstructured (looking out the window, closing your eyes, etc.). Be sure to ask managers and members of the leadership team to model these breaks and share insightful thoughts or surprising benefits with the rest of the team.
  • Invite employees to turn off notifications for email and texts and instead check computers and communication tools at appointed times. (But make sure such a schedule is appropriate for your industry and your team’s job requirements – this would not be appropriate in a newsroom or marketing agency in which quick responses and approvals are critical).
  • Provide as much context as possible for leadership decisions and process and policy changes. “Because we said so,” and “Because it’s always been done this way” are not mindful policies.
  • Explain what impact the leadership team hopes each decision will have on the future to show that decisions are made in a thoughtful and deliberate way.
  • Incorporate brainstorming and thinking time into the creation of policies by setting a time limit for implementation, such as, “New policies will be approved five days after a draft of the policy has been agreed upon.” (The trade-off, of course, is that this will slow down decision-making, so it may conflict with other values such as being agile).
  • Ask managers to provide positive feedback and awards to employees who display qualities of mindfulness in their everyday work, such as setting aside time for brainstorming or provide well thought-out context to decisions.

Do you see a need for mindfulness within your workplace, or have you put in the effort to incorporate mindfulness into your company culture? Tell us in the comments!

What We’ve Learned About Scaling Culture to 100 Employees

In the first article in this series, “What Your Company Culture Needs at 10, 100 and 1,000 Employees,” we took a practical look at the components that need to be in place as your company grows and reaches those milestones.

But what does it take to actually make the move from 10 to 100 employees? What challenges do organizations typically face, and how does scaling culture overcome them?

Today, we’re going to hear what our Culture Warrior community has to say about scaling culture. If you’re setting out to scale a company culture to 100 employees or your current culture isn’t scaling well, here’s what our experts think you should do:

Lesson #1: Identify what’s going wrong with your culture

People add complexity, so it’s natural that your processes and structures will grow as your roster does. But when those processes and structures have a negative impact on your company culture – when they take away from the natural give and take of your community as it works through challenges – it’s time to bring the focus back to company culture.

Here are several examples of the challenges our Culture Warrior’s organizations were facing that made it clear that scaling company culture was the solution:

  • Poor morale and high turnover
  • Lack of company direction and very green leadership team
  • Lack of accountability to goals
  • Not enough infrastructure to support growth (or to support remote growth)
  • Loss of intimacy because growing required the addition of more structured systems
  • Fear of losing control on the part of the older leaders and clinging on to old ways as part of the “old guard”
  • Fast growth and increased diversity leading team members to feel that they did not know each other well
  • Cliques forming and competing for influence

If you’re experiencing any of these warning signs, there’s a strong chance that what’s ailing your organization is culture-related and can be improved with intentional effort.

Lesson #2: Focus on one thing at a time

High-performing (and fast-growing) companies like Zappos, Google, and Apple know the truth about company culture: you can’t do more than one or two big things at a time. That’s why we weren’t surprised by our expert’s second lesson for scaling culture: you need to focus on one thing at a time and grow buy-in among your team members by moving from one small victory to another.

“Introducing one new idea at a time allowed everyone to experience the benefits,” writes Dada Nabhaniilananda, Head Instructor at The Monk Dude, LLC. “The group adopted some new ideas so completely that now they think it was their idea!”

Focusing on one or two big changes also has the benefit of limiting the amount of confusion your employees experience, leading to better implementation. Or, as another contributor mentioned, “Once you have a structure to follow for meetings or a roadmap that you’ve communicated effectively, people just ‘get it’ better.”

Lesson #3: Scale company culture with the three Cs

Our contributing Culture Champs were very clear that the key to achieving successful culture change at scale lies in three important words: clarity, commitment, and communication:

Clarity

Successfully scaling company culture requires that you know what you’re changing and why before you bring it to your leadership or employees. If you don’t have complete clarity around where you’re going and why, your efforts won’t get you very far.

One human resources professional shared the steps he took to make sure there was clarity around the culture:

We created a company playbook so everyone knows who we are, how we work, how we will succeed as a company, our core values, etc.

 

We also aligned all core values and job-specific key goals to a new performance management process and created a company interdepartmental operations manual so everyone knows the rules to follow for certain internal procedures.

 

This improved clarity and communication across the organization lead to shorter weekly stand-ups for the entire company that were more effective and fun.

It will also help you gain consensus around what’s changing and what’s not. For example, Justyna Krzych, current Change Manager at Zalando who scaled in her previous role as Head of People & Culture at Mindvalley writes that, “we revisited our values to ensure we’re inclusive of all perspectives and realized that our values remain the same.”

Through this communication exercise, she discovered something very helpful: “There were new points to incorporate, but fundamentally, in all our diversity, we were still unified by the values that were there since the beginning. We’re diverse, but fundamentals unite us.”

Commitment

It’s also critical to gain the support of the higher-ups. Without an official pledge from senior leadership, your efforts won’t have the gravitas they need.

“Get commitment from C-level players to support the change,” writes Ron Branch, HR Director at Kellogg. “A lack of buy-in from management and employees can lead to negative surprises.”

Nabhaniilananda adds to the importance of commitment: “Spend time, especially with the leaders, explaining the benefits to them of scaling the culture and inviting their input and listening to them,” she writes. “Don’t be too hasty to move forward without getting buy-in from anyone who might feel threatened by growth.”

Communication

The final piece of the puzzle in successfully scaling culture is to make communication a priority. Even with a clear mission and committed support from leadership, your employees can’t move forward with your plans if they don’t know what they’re supposed to do.

“Listen with an open mind and don’t assume that “everyone knows,’” writes Krzych. “Once you engage in the conversation, you can really understand and incorporate different perspectives to make your company more than just a workplace.”

Part of that communication process for Nabhaniilananda was introducing a specific process for encouraging communication between veteran employees and new employees:

“Some long-term employees seemed to be threatened by the idea of our organization growing and engaged in unconscious sabotage to try to prevent that growth,” she writes. “We introduced a system of mentorship so that the older, more experienced leaders coached the rising younger leaders, got to know and trust them, and felt that their knowledge and experience was appreciated.”

We’re so impressed with the extensive knowledge our contributors brought to this discussion on scaling culture. So, we have to ask:

What can you add on these thoughts on scaling culture?

What Your Company Culture Needs at 10, 100 and 1,000 Employees

As a company grows, something that can make or break it is its culture. A good culture creates happy, hard-working employees who stick around for the long haul. Conversely, a poor culture leads to disengaged employees, poor productivity, and high staff turnover.

Which of these scenarios do you think is going to help a company be more successful?

Needless to say, if your employees are happy, everyone’s happy. But what does it take to create an environment that your employees want to be in, and can thrive in? And how will this change as your company grows?

Some companies think that if they offer a few fun perks, their staff will be happy and the culture will take care of itself – but they couldn’t be more wrong.

While we’re going to discuss perks that can help foster a great company culture, there is so much more to company culture than free beers and flex time.

“Company culture is not a foosball table.” Melissa Tsang, Referral Candy

  • Your core values.
  • The mindset of your team.
  • The environment or “feeling” in the workplace.

These are the things that define your company culture. The perks just help to shape it.

“[Culture] lives in the collective hearts and habits of people and their shared perception of “how things are done around here.”” Bryan Walker and Sarah A. Soule, writing for Harvard Business Review

The ideal company culture is built on people who are there to do more than collect a paycheck – they’re there because they love their work and the people they work with. They’re along for the ride, basically.

Of course, company cultures like this don’t create themselves. It takes hard work, consistency, and an open mind to cultivate a great company culture – and it only gets more difficult as your company grows.

Here are a few key things that every company culture needs at its critical stages of growth, and how your approach to managing company culture needs to change with them.

 

Company Culture at 10 Employees

Startups have it pretty easy as far as company culture goes since it’s much easier to keep 10 staff members happy than 100. It’s also a good time to experiment and figure out the company/culture fit – after all, if you’re going to get it wrong, it’s better to get it wrong now. That’s because the bigger your company is, the longer it takes to implement cultural change – reportedly about three years, for medium and large organizations.

A solid hiring process

Your employees are the foundation of your company culture, so it’s critical to lay down a process for finding and hiring the right people as soon as possible.

You want to hire (and keep) the people that want to be there. Take Zappos. They offer new hires $2000 – to quit. This is because they only want to keep people that want to be there. If you’re only there for your paycheck, you can take your cash and leave.

Zappos Cubicles

While you don’t need to go that far, you should at least be asking interview questions that are designed to determine whether someone’s a fit for your company culture.

Things like:

  • What is (or was) your relationship like with your current (or previous) colleagues?
  • What sort of management style do you work best with? (Ask this question when hiring for both management and more junior roles).
  • What’s your biggest pet peeve in the workplace?
  • What things are most important to you in your professional life?

An open door policy

Your relationship with your employees is as important as their relationship with each other. Prioritize getting to know them. Ensure they always feel comfortable coming to talk to you.

An open door policy should mean literally that – an open door. Sure, there are times you need to keep it closed, but make sure that only happens when absolutely necessary.

Let your employees know that if the door’s open, they’re welcome to come in. If it’s shut, they can send you a message, or come back later.

Of course, simply telling employees they’re welcome to talk to you doesn’t mean they’ll want to. You have to be the kind of manager your staff wants to approach.

This means you…

  • Don’t criticize staff when things aren’t going according to plan, and certainly never patronize them. Support them in making improvements, instead.
  • Work as hard, or harder, than they do.
  • Never, ever, appear put off when staff asks questions or for help. You only have to do this a couple of times before employees start to learn (consciously or unconsciously) that they have to be wary about when, how, and how often they approach you.
  • Be transparent – it has a direct correlation to employee morale.

Bear in mind that as your company grows, it’s critical that all new management adopt an open door policy, too.

Keeping leaders close to the rest of the team has been a priority for Power Digital Marketing, which holds monthly, personal one-on-one meetings between execs and juniors – the reason being that (in the words of their CEO Grayson Lafrenz) it “ensures everyone feels like a priority and that their voice is heard. It also deepens the bonds and relationships between our team members.”

A break area

Break areas should offer a comfortable place for downtime where employees can socialize away from their workload.

Prioritize comfortable seating, arranged to encourage conversation, as well as a dining area. Offering entertainment is nice, but not necessary – at least at this stage. As your company grows, the break area and the facilities it offers will have to grow with it.

A regular schedule of social events

Aim for one a month. It doesn’t have to be anything “big” – drinks in a local bar should make most people happy. Don’t feel you have to fund events, either (although a goodwill gesture, like getting the first round, will definitely be appreciated).

Trust in your employees

If anything, this last point is the most crucial.

This is because one of the worst things you can do for any company culture is to micro-manage your employees. Happy employees are born out of a management team that is there for them when they’re needed, but that ultimately trusts them to do the right thing.

“Do not keep smart people on a tight leash.” Barry Appelman

Company Culture at 100 Employees

As your company grows, relationships will naturally change.

10 or so employees are likely to form one, single, tightly-knit group. You’re probably also going to have a very flat management structure.

As more people join the ranks, different “tribes” are going to develop – regardless of how adept you are at bringing the right personalities on board – and there’s a greater chance that some people will feel like they just don’t “fit in.”

In fact, research has shown that the faster your company grows, the more apparent these shifts will be.

Image Credit

It’s certainly not impossible to maintain a close company culture as you grow, though. When MyCorporation started out, they felt like family, a feeling they worried they would lose as they expanded. However, through regular team activities and a culture of kindness and encouragement, they’ve stayed “close and connected.”

That flat management structure which was so fundamental to your company culture in the beginning is likely to change, too. That’s normal, and in most cases, necessary. What you need to do, however, is implement systems that ensure all voices are heard and that everyone, regardless of their role or relationships with others, feels that they’re working towards the same common goal.

A mission statement

While you can write a mission statement at any point, it often makes sense to hold off until the company reaches a certain size and you have a concrete idea of both your company’s and employees’ values.

It’s always a good idea to involve your staff in creating your mission statement, too. Ask them to share what they see as the company’s mission or values, look for common themes in their responses, and work this into a statement that everyone agrees reflects why they come to work and what they’re trying to achieve.

Here’s an example of this in practice from when Buffer set out to define their company values. This is the form they distributed to staff:

And here’s one of the completed forms they got back:

Regular culture reviews

Ask employees to rate your culture on a scale of 1-10 and provide feedback on what they do and don’t like about it.

Do this once a year, unless responses signal that more regular reviews are needed.

Input from employees

Allow your staff to get involved in shaping company culture. Encourage feedback and make speaking up easy by implementing a system in which employees can share thoughts and ideas anonymously, or at least without judgment.

An onboarding process

The bigger the company, the more difficult it generally is for new employees to fit in. This means that implementing (and following) a set of procedures for onboarding new employees is essential.

This should include things like:

  • Ensuring someone is in the office and ready to greet the new hire as they arrive.
  • Getting everything they need to work (computer and phone, for example) set up and ready to go before they arrive.
  • Giving them a tour of the premises and introducing them to everyone they’ll be working with.

It’s also a great idea to assign each newbie a “buddy” who will take them under their wing, show them the ropes, and be their first port-of-call for answering questions.

An ability to adapt to changing staff dynamics

The sort of relationships a company of 10 might have are often impossible or inappropriate to maintain in a company of 100 or more. Learn how relationships change as companies grow, and figure out how you can help your staff foster and maintain strong relationships – with both existing and new staff members – as the number of faces they see every day increases.

Company Culture at 1000 Employees

A company with 1000 employees probably has multiple sites in different cities. They may well have even expanded into other countries. One of the biggest challenges, therefore, becomes maintaining, across all branches, a culture that’s in line with the company’s core values, but that also accommodates the unique needs of each location and its people.

The delicatessen chain Zingerman’s is one such company that has dealt with the issue of maintaining their culture across different locations. Their solution was to push for a coherent culture across all locations, but to allow for cultural variations across different departments and shifts. Specifically, they encourage their leaders “not to fight against this diversity, but rather to focus on the positive.”

Here’s what else you need to do to ensure your company culture is consistent (within reason) in a company with 1000 employees or more.

A plan of attack for dealing with organizational change

Change puts staff morale and, in turn, company culture at risk. Devising a contingency plan that details how to positively communicate and roll out organizational changes can help staff adjust, and reduce impact on company culture.

A systemized yet personal and approachable HR department

Big companies need systemized HR departments – without this, they’re very likely to buckle under the pressure. At the same time, an effective HR department needs a personal approach. The challenge is how to balance these opposing working styles.

You might want to start with easing their workload by outsourcing some of their more basic administration tasks.

A head of company culture

A business of this size likely has divisions that operate autonomously. This puts communication and company culture at a high risk of being siloed. If you value your company culture, hiring someone who’s responsible for overseeing and helping maintain that culture across sites and divisions is essential.

Take Google, which offers perks including free, chef-prepared meals, subsidized massages, nap pods, and death benefits.

A Nap Pod in action

They understand that these perks are not enough to create the culture they want their employees to enjoy, so in 2006 they employed a “Chief Culture Officer” whose job included protecting “key parts of Google’s scrappy, open-source cultural core as the company has evolved into a massive multinational.”

It’s probably safe to say this culture has had a big part to play in the impressive 4.4 rating Google has on Glassdoor.

What do you think companies need to create a positive culture as they start out and as they grow? Do you have any company culture stories to tell (good or bad)? If you do, it’d be great if you could spare a moment to share your thoughts in the comments below.