How to nail your company culture (Part 2)

In our last post, the importance of having a strong and positive company culture was highlighted. In recent years, some of the largest events in the UK, such as London 2012 and Glasgow 2014, have managed to convey a culture which has maximised the employees’ experience and also marketed a brand which has resonated with the public. A win : win. Perhaps surprisingly, large scale volunteer programmes are often best at developing the cultural aspect of the event/organisation. Somehow the realisation of pay not being a motivator at all, means the organisation really invests in its team. The benefits of fantastic volunteer programmes often put paid staff operations to shame.

So how do you develop a tangible culture?

Established venues and events can and often do rely on the historic relationship they have honed and potentially trade on their name, as the sense of a relationship based on traditions defines the fans and staff perception of the venue. But this alone is rarely enough. If established venues trade on the name too much, without the culture to back this up, quite quickly the branding can be in conflict with the culture and this can lead to disengagement. New stadiums and events need to work hard and in a focused, clear manner to define their culture so that it develops engagement and resonates with employees and fans. Old or new, the transfer of a common culture doesn’t just happen. Often the venue is reliant on a contracted outsourced service provider to do the right thing – what if their staff are not engaged?  How does the venue intervene, what impact can the venue have, how does the venue directly develop the delivery?

It has to start at the top

A lot of the major event staff engagement involves clear and simple messages, proper investment in training, good welfare, meaningful rewards and appreciation.  This equates to an enjoyable experience which in turns powers an engaged proactive workforce.  But it has to start at the top. The CEO leads the process. And that process needs to include everything: starting with staff recruitment, making sure people not only have the right skills but are also the right fit, and then ensuring there is a commitment to core values which are easy to understand.  These values must on a daily basis be spoken about and acted upon. Senior management must recruit, train, cross train, teach, raise awareness, mentor and coach their managers in these core values and guiding principles, turning the managers into the right role models for employees.

Ditch the PowerPoint

Culture cannot be presented in a series of pretty PowerPoint slides if the daily senior teamwork does not live up to the message. Cultures that are imposed and not lived are viewed as fake. The CEO must walk the walk! Lead by example and you set the climate and culture. Be clear on the management style that you want.  For example, an authoritarian style in a relaxed and informal culture doesn’t work and ultimately will discourage employees from using their own initiative. They won’t feel confident and supported and won’t develop their skills in a way that enhances the organisation. Venues that have leaders who inspire and are clear on the way in which the organisation should operate, generate a tangible and meaningful culture that staff can relate to and therefore want to be proactive and go the extra mile.  This, in turn, is to the benefit of their customers, the fans.

Get everyone on board, especially outsourced suppliers

Effort needs to be put in, to ensure everything works in a seamless manner. This is particularly important with contracted service providers, where the partnership between the companies must be formalised with mutually beneficial objectives.  The interests of all stakeholders should drive the business forward in a common agreed manner with a shared culture at the heart of it. A collaborative approach must be the goal, to break down ‘us and them’ working practices typical of old school client-contractor relationships.

Hire and train with culture in mind

As described your culture must be evident in your approach to recruitment, hiring, on-boarding and every part of that process. But that doesn’t mean it’s about the latest, most expensive perks. It’s about creating a workplace where employees enjoy being and feel fulfilled and valued. Where they ‘get’ and agree with the culture and how things are done and want to be part of it!

Involve your teams in goal setting

Employees who feel involved in the goal setting process, who understand the values and company vision behind the goals, feel valued. Cultivate a culture of involvement in planning and goal setting, rather than presenting your team with a predetermined list.

Communication and dynamics

Make sure that your processes enable a free flow of information whether that’s in respect of decision making, feedback or just inter-department communication. Establish guidelines for providing regular and positive feedback, praise and coaching. Eliminate any red tape, old ways of doing things or hierarchy which prevents this.

Professional development, ethics and recognition

Provide your employees with the resources and opportunities they need to fulfil their potential and thrive. Act honourably as an organisation and develop a system that is equitable, fair and recognises effort and performance.

The result should be omnipresence

To be tangible, company culture should be lived and breathed by everyone involved in the organisation, on a daily basis, from the CEO and the Board to the employees at the gate. It should influence everyone’s behaviour and all interactions. It’s about what kind of people you are, what makes you tick and what you, as a company, care about. It should also be something that supports and complements company goals and helps provide everyone with a common sense of purpose and direction.  After all, culture is also a major component of what differentiates a company or venue from their competition. When you’ve achieved all the above, it’s then that your culture becomes tangible. You won’t develop a tangible culture overnight. It takes conscious effort and daily effort. But it should eventually make a difference to every single person involved with your stadium and event, turning it from one which customers and fans describe as ok, or even good, to one they rave about as amazing!

If you’d like to know more, about how to shape and implement a tangible company culture, please get in touch.