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It’s no secret that successful companies need a strong, identifiable corporate culture. Statistics show that 88% of job seekers believe a healthy work culture is essential to success, and younger generations are now prioritizing ‘culture fit’ above all else in their job search. Unsurprisingly, a strong company culture that keeps employees engaged 202% Improved performance.
With such compelling data, it’s shocking how often startups fail in this regard. As a successful CEO and co-founder, here are his four common mistakes I’ve seen and how to avoid them during the startup process.
Related: Lack of trust — what does it do to your company?
1. Not knowing when to move from the “tribal” stage to a more structured process
My company, Flowwow, is currently in the awkward “preteen” stage of not being in the startup “tribe” but not yet a large company. This creates tension. Because early adopters often glorify the “good old days” and resist introducing more structured processes.
This is often a difficult stage for brands, which is why many brands have stuck with the “startup family” model for too long, where everyone does everything. This can undermine morale, motivation, and long-term growth, and increase the risk that your brand will stall at a critical stage. We tried to avoid this mistake by making sure our overall mission was tightly aligned with the values shared by every employee we hired.
We make sure everyone feels supported and heard, and that everyone understands our flexible and adaptable processes. We also help place each person in the team that best suits their skills and personality, ensuring they feel useful, fulfilled, and engaged.Remember that the data shows 85% of employees feel disengagedstill 69% They say that all you need to feel happy and involved is to be acknowledged.
2. Don’t allow culture to evolve with your brand
While some camps believe that brands should remain consistent over time, we believe that evolving with the market and trends is much better for overall longevity. Masu.
Please remember. As your brand grows and matures, your company culture must grow as well. As a founder, it’s your job to change internal and external perceptions of your brand during this period of transition. Our core values should remain the same, but how we act on them makes a difference.
For example, when Flowwow transitioned from a flower service to a gift marketplace model, the founders’ job was to not only reconfigure their public messaging, but also ensure that they do what matters most to them as a brand: openness, transparency, and quality. It was to be emphasized.
By focusing on this, we no longer need to do anything special to direct the culture. It evolved naturally from truly shared values. These principles remain the same over time, but our “values-based” actions are more specific. We show our teams that our values are more than words by offering resources like language learning, mental health support, and medical insurance.
Related: How to lead with transparency in uncertain times
3. Neglecting top-down communication
I’ve heard many stories of startups that failed or suffered because the founding team felt the need to hide their difficulties or tell employees only what they felt was “necessary.” This is often done with good intentions. They mistakenly think that hearing about a crisis or a difficult road ahead will demotivate or alarm employees. Don’t fall into this trap. You hired these people because you trust and believe in them, so prove that by being transparent and allowing them to support you and each other.
When management provides open lines of communication, employees feel accountable, able to bring fresh ideas to the table, and make decisions in the best interest of the brand. HBR points out: Good communication from senior leaders is the biggest driver of employee engagement.
4. Forgetting that the founder is the heart and soul of the brand
Founders often fall into the trap of playing Superman (or woman). They feel the need to be involved in everything, always at the expense of their own well-being. While this may be necessary at first, a founder’s overriding goal is to find and develop a trusted core team to take over most of the day-to-day operations.
A strong, engaging company culture needs a pivot around which to pivot, and that pivot should be the founder. Instill your values in everyone you hire, and let everything that made you want to hire them shine through. Use your influence and passion to improve, expand and direct your company. By acting as a safe, trusted port for your team, your company culture can blossom organically and resonate with both employees and customers.
It is important not to burn yourself out. You are a role model for everyone, so it is your job to take care of your own mental health and continually work on understanding and managing your emotional impulses. Recognize your limits and act within them, Let your team understand that you are human.. This lays the foundation for a healthy and honest atmosphere.
Related: How transparency can help your company scale
The future of work is now.Don’t follow your own culture
Corporate culture is essential to the health and longevity of an organization, now and in the future. Observe factors like absenteeism, participation, and body language to get a complete picture of whether your brand tone needs tweaking. Remember that healthy organizations balance stability and growth, and lasting improvement must always come from the top down.