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How to be a culture architect
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.
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How to be a culture architect
- 2. How to bea 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.
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- 5. Why we careabout culture…
- 6. What is culture? Organizationalculture 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 ishard Why this is important
- 9. Culture tells us... Howto react emotionally
- 10. Understanding your culturehelps you… Socialize Describe Align Engage
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- 12. Signs of aculture problem
- 13. Be intentional Architecting vs.evolving (Conner, 1993) | |
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- 15. Ways leaders impactculture 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 cultureat 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 toyou 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 Downloade-book: sip.limeade.com/culture-architect Laura Hamill laura.hamill@limeade.com limeade.com sales@limeade.com