Read Our Blog On Culture Change

When brand values are being set out, so many cliché words tend to be used. Trust, Innovation, Professionalism and Integrity are probably the most frequent ones. But if an organisation isn’t trustworthy, innovative, professional and has integrity, customers and employees should avoid it anyway. Another word which is being increasingly overused is Empathy: ‘the ability to understand and share the feelings of another’.

It’s always nice when another person puts their hand up and says, “I’ll do that for you.” Whether it's a family member volunteering to organise an event, or a colleague performing a small service for their team, volunteering usually produces gratitude in others and generates smiles all around. If it happens at work, it’s often a sign of a positive culture. Cultures where this happens naturally enjoy higher productivity.

Poor customer service is a plague that afflicts many companies, frustrating customers and hurting the bottom line. While it's tempting to blame inadequate policies and procedures, the real culprit is usually a weak corporate culture. Policies and procedures are important guardrails, but they shouldn't handcuff employees. The best companies give frontline staff the autonomy to resolve issues creatively.

Use obligatory language sparingly and only when necessary to convey critical information or ensure compliance with important policies. Try combining obligatory language with a clear explanation of the rationale behind the directive and the potential consequences to the organisation of non-compliance. Better still, encourage a culture of open communication where employees feel comfortable giving feedback.

Organisations, like the societies that spawn them, are built on obligations that members owe to one another and the whole entity. In business, we consolidate these into rules, policies and procedures. At a higher level, we may link them to our company’s purpose and values. If we intentionally build a culture, then, over time, these obligations turn into behaviours that are universally understood and embraced by employees.

Authentic Leadership was first popularised by Bill George in his book of the same name. It highlights the importance of leaders being true to themselves and their values. Authenticity sounds like the approach every leader should aspire to. But it’s much rarer than you’d think. Warren Buffett of Berkshire Hathaway is often cited as a model of authentic leadership due to his straightforwardness and humility.