A culture is a system created by a group ofpeople who collectively decide and agree toabide by the rules of that system.
A system could be written or unwritten rulesof behaviour that is expected of the groupgrounded on some common principles e.g.Fairness, respect, equality, inclusion, transparency, and what are the consequences whenthose rules are broken.
To be effective the system must bereasonable and doable.
People operate best and the most productivewhen they know the boundaries aroundwhich their behaviour must be contained.
In order for the rule to work, for the culture tobe a coagulating force it must be seen tooperate without exception.The onlyexception to this exception must bereasonable and in compliance with the largerhuman rights or employment laws.
If you want people to be open and frank withyou there should be no fear attached toexpression of opinion within the culturalframework. When people can express ideas and concernsfreely you create an even playing field andyou mine the best ideas from everyone.
Respect must be the cornerstone ofworkplace culture. Disrespect breedsresentment and impedes creativity andproductivity. Respect should be from the top down – atevery level the human dignity must berespected. When people are shown respect they canendure bad news better, when they respectyou they respect your decision.
When there is a zero tolerance policy thatactually works people feel protected and arehappy and they produce more.When peopleare unhappy production decreases.
In many cases it is untrainedleadhands, incompetent managers andsupervisors who create toxicity in theworkplace.
When you respect people they watch out foryou.They become your ears and eyes.Whenyou show respect to people they take badnews from you much more easily.
Tell people what you expect of them and givethem some leeway on how they are going tomeet your expectations. People are creative and responsible most ofthe time and if you trust them they willdeliver for you because they would not wantto let you down. Micromanaging leads to oppression.
Qualifications are only half the equation.Spend time in vetting people, theirpersonality, their values and make sure theyalign with the values of your organization oryour team.
Celebrating group birthdays e.g. Allemployees who born in a particular month –treat employees to cake a coffee
While profits are important, people are alsoimportant and people come from familiesthat may all depend on their jobs. Think about accommodation creatively.Trydifferent things and when that point of unduehardship is reached the employee might bethe first to let you know – it’s time to let themgo.
Be reasonable Be fair Be respectful Be truthful Be transparent Be open Be human Be a role model.