This document discusses how to intentionally architect and nurture an organizational culture. It defines culture as the collective values, norms, and beliefs of an organization. The roles of founders and leaders in shaping culture through their behaviors, priorities, and systems are described. The document advocates taking an intentional approach to culture by articulating shared values, setting behavioral expectations, educating employees, ensuring accountability, and aligning policies and rewards. It provides examples of how Limeade takes such an intentional approach to nurturing its culture. Leaders are challenged to take one action to be more intentional about culture, such as articulating values or assessing cultural alignment.

2. How to be a culture architect
Laura Hamill, Ph.D., Limeade Chief People Officer
It’s totally possible.
#LimeadeCulture

3. Today’s speaker
Laura Hamill, Ph.D.,
Limeade Chief People Officer
As Chief People Officer, Dr. Hamill leads the People (Human
Resources) team and is responsible for nurturing the Limeade
culture. She earned her Ph.D. in Industrial Organizational
Psychology from Old Dominion University and her B.S. in
Psychology from the University of North Carolina, Chapel Hill.

4. Overview
#LimeadeCulture

5. Why we care about culture…

6. What is culture?
Organizational culture is widely
accepted as the collective
values, norms and beliefs of
the organization, or “how things
are done around here.”

8. Culture characteristics
Why this
is hard
Why this
is important

9. Culture tells us...
How to react
emotionally

10. Understanding your culture helps you…
Socialize Describe
Align Engage

11. Why organizations should care

12. Signs of a culture problem
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13. Be intentional
Architecting vs. evolving
(Conner, 1993)
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14. Roles of leaders
Founder
|
CEO
|

15. Ways leaders impact culture
 Individual behavior
 Showcasing behavior “allowed” in the leadership team and
the organization
 Who they hire, who they fire
 Projects and priorities that he/she pays attention to
 Processes/systems that get instituted
 Communication

16. Living our culture at Limeade

17. Intentional culture
Shared Vision
Behavioral
Expectations
Education
Accountability
& Metrics
ChampionsCommunication
Visible
Demonstrations
& Opportunities
Policies,
Procedures,
& System
Alignment
Rewards &
Recognition
Articulation of what the culture
is and why it matters
Clear behaviors for
employees, managers,
and leaders
Employees, managers, and
leaders have been taught what
the culture is and what is
expected of them
All are held accountable for
living the culture and expecting the
same of others; progress
is measured
Respected formal and informal leaders
are role models and champions of the
culture
Regular and consistent
communication about the
culture and its importance
All policies, procedures,
and systems are aligned
with and supportive of the
culture
Employees, managers, and leaders
are rewarded and recognized
for living the culture (and there
are also consequences for
those who don’t)
Limeade
Culture
Opportunities are
created to participate
in living the culture

18. Our challenge to you
Do one thing to be more intentional about your culture
| Articulate what you want your company to stand for (your values)
| Do a culture “audit” to see how your values are visible throughout the
employee experience
| Assess as a leadership team whether you are architecting your culture
| Determine ways your existing people system could be more aligned with
your culture (e.g., performance rating scales, new employee orientation,
development plans)
| Develop a process for measuring culture progress
| Use Limeade challenges, rewards, videos, and branding to reinforce your culture

20. Get in touch
Download e-book:
sip.limeade.com/culture-architect
Laura Hamill
laura.hamill@limeade.com
limeade.com
sales@limeade.com