Paul Ignasinski, Managing Director, Client Development, at Root Inc, contests that we are in the midst of a full-fledged work-life revolution. While culture and change are typically defined and disseminated from the top-down based on things like market conditions and investor pressure, this radical shift is bubbling up from the bottom.
The fact is that people are beginning to care less about money and more about lifestyle.
They’re willing to trade some amount of compensation for more happiness. “This is how we’ve always done it” doesn’t do it anymore. Rewarding people for thinking and doing things the same as they always have does not result in forward motion. Organizations are beginning to recognize the value of creativity, thinking differently, and challenging the status quo – all to the benefit of new and revitalized company cultures.”
“Today, however, there’s a whole different set of values and motives for workers. Driven by the individual and enabled by technology, corporate cultures steeped in “old guard” mentalities are being challenged and transformed to accommodate the rise of this “new guard.””
Characteristics of the Shift
- Flatter organizations: Progressive companies are adjusting to a flatter way of working that puts the onus on the individual to deliver what they’re there to do, knowing they’re motivated because being with the company is a choice, not an obligation.
- Fewer and fewer meetings: If everyone is there because they want to be, they understand and believe in the culture, purpose, vision, and mission of the organization, which is reflected in the results.
- Asset-light workplaces and lifestyles: Living lighter is a reality – and people are using that to their advantage at home and at work!
- Flexible everything: Progressive employers are seeing the value in happy employees and the results they get when people feel in control of their time, their lives, and their deliverables.
- Rock-star quality vs. perfect resumes
Companies need to acknowledge that no business model is forever, and no leadership team is forever.
If the old guard doesn’t self-attack and invite the new guard to the party, then the company will suffer the consequences.
Where do you draw the hard lines, the guidelines, and no lines?
Ask yourself these questions….
3 Ways your Company Culture is Demotivating your People
Naveed A. Khan, Account Manager, at Root Inc. contests that what senior leaders need to understand is that a culture that does not value people’s time is not a good culture. People cannot work in conditions where they feel their work is ineffective, undervalued, and maybe even ignored,
What do their people believe in?
When do they do their best work?
And, most importantly, how does this culture support what we deliver as a business?
Maybe the time and effort being put into work on the front lines could be reallocated toward solutions and services that yield tremendous value for the customer.
How can organizations bring that about, over and over again?
Strategic employee engagement: The importance of culture
Below is an excerpt written by Joe Mechlinksi for Evolved Enterprise, a book authored by his business partner Yanik Silver. This piece focuses on the importance of culture as it relates to strategic employee engagement. In short, your organization’s culture and how successful you are (or aren’t) in employee engagement are intimately connected.
It’s time to get honest.
If you put profits over people, your business will fail.
If you think a good business culture just happens, you’re wrong.
If you believe your products or services are so phenomenal your work environment doesn’t matter, you might as well throw in the towel now.
If you view developing a successful culture and growing talent as anything but a top priority, you should reconsider, because in this world, culture is everything.
Organizations have always had a culture, but ensuring it is a positive and productive one hasn’t always been the focus. Historically, profits and egos were the most important driving factors behind a company, and opinions didn’t count unless they were from the head honchos. Fortunately, business has evolved — thanks to civil rights groups, women’s rights pioneers, and the millennial generation.
Yes, the millennials — people born from 1981 to 1996. They have completely changed the business environment, because culture is the only thing this generation cares about. That’s why companies like Zappos and Google (who employ lots of millennials) constantly make headlines for setting the bar, blazing the trail, and truly elevating the idea that culture is THE priority, not just a priority.
Why have so many companies been slow to catch on?
Because people are the driving factor behind culture, and unless you have a PhD in organizational behavior, psychology, or neuroscience, you probably don’t know how to influence, motivate, and inspire the most complex being on the planet — the human.
We Don’t Handle CHANGE All That Well…
The world has changed a lot faster than we can handle — including the way we think, the way we communicate, and what we know about people. We once thought the three C’s “compliance, control, and compensation” were the best way to lead people, when in fact there is hard science to back up the premise that we should focus on three P’s “purpose, passion, and performance.” Dan Pink does a great job of explaining this — what he calls “Motivation 3.0” — in his book Drive.
We Suck at COMMITMENT…
When something is broken, we replace it rather than work to make it better. We have stopped sticking with things, favoring replacement over commitment. As a society, we are no longer committed to seeing things through, putting in the hard work to make something last, or figuring out how to fix something. This cultural shift causes major problems in business.
We Have Become COMPLACENT…
As a human race, we are settling. A staggering 70% of the American workforce is not engaged in their work, according to Gallup’s 2013 “State of the American Workplace” report. Of those seventy percent, 50% are sleepwalking through their jobs, and 20% are miserable. We are so complacent that instead of leaving a poor job for something more meaningful, we stay. Don’t confuse this behavior with commitment. If we were committed, we would be trying to make things better. No — 70% of the American workforce isn’t doing that. They’re staying put, settling, and letting their lives pass them by, not out of commitment, but out of complacency.
Our CHARACTER is in Question…
Societal character creates a huge problem for our business environment. Everybody gripes about the government, with good reason — it’s a mess. But the real problem is that the vast majority of people are completely ignorant about politics and government. They have no idea how a bill is passed, how the Electoral College works, or what the Supreme Court’s purpose actually is. Yet, despite a lack of actual knowledge, there is no shortage of opinions, complaints, or heckles from the peanut gallery.
To make matters worse, the minority who do understand politics have stopped listening or learning, and no longer work toward, or even look for, progress. The few who are actively engaged in the political landscape don’t think about long-term consequences or big-picture repercussions; and as a result, they keep voting in the same ineffective people and plugging the same unproductive party lines. And employees carry this attitude into their workplaces, preferring to remain ignorant of the impact of their actions and choices on the business as a whole or its long-term goals.
Change Depends on Each of Us
To have an awake and engaged culture, we must learn about all different aspects of life and be able to come up with our own ideas based on knowledge and comprehension. To change a business culture, each member of the organization must be encouraged to wake up and pay attention to all the information that is relevant to the company’s success, whether they agree with it or not. And leaders need to be mindful of the opinions of their employees when they are based on knowledge or experience.
Root's solutions, capabilities, and expertise enable the world's largest companies to overcome specific business and organizational challenges. These are the most common questions we get from leaders regarding their biggest obstacles and how Root helps them overcome those barriers to success.