What are the signs of a healthy organizational culture?

Creating an effective culture in the workplace is essential to a successful business. It can help to maximize productivity and motivate employees. Most importantly, it creates an environment where every employee feels safe, respected and valued. Here are some tips to help create a healthy culture.

From my perspective, employees willing to share their ideas and suggestions, who play to win, rather than playing not to lose, or who put forth discretionary effort are all signs of healthy organizational culture. Employees who share the organization's origin story with their friends and family is a sign of healthy organizational culture.

I agree with this, but it is easier to maintain a good culture than it is to move from a bad one. There are often a number of challenges in order to get to this space. In my experience often leaders have a vision but not the aligned people and in that situation you need to have some honest conversations. Either you or your employees are going to have to be flexible on your position, or you're going to have to help people move on to an organisation where they can align themselves. Too often leaders are afraid to have these tough conversations, either because they don't have the confidence or they don't have the right HR and legal advice and support. Getting to the right place though is essential if you want to have the right culture.

Creating a healthy culture requires clarity and context. A company's vision and mission are often vague, unclear, not clearly communicated to team members. It's far more effective to define the behaviors that define a great culture and implement practices to continually communicate, teach, and reinforce these behaviors.

???????? ?????????????? ?????????????????? Don′t blame others for things that go wrong. In fact, just take ownership of all mistakes that are made. Your team will be grateful for it. ?????????? ?????? ?????????????????????? Share information instead of keeping things for yourself. Your team doesn′t like to be kept in the dark. ??????′?? ??????????, ???????? Just listen without judging. No long faces, no funny remarks. Take people seriously like you want to be taken seriously too. ?????????????????????? ????????????????, ??????′?? ???????? ?????? Ask for and incorporate feedback. Nobody likes a manager who asks for feedback often and does nothing with it.

Our ability to create trust is largely established when things go wrong. How we react to mistakes, problems, and challenges will enhance or reduce trust more quickly than almost any other action on our part.

Trust is definitely required to have a culture of innovation and productivity. It is the foundation for a strong culture, not really a sign of it.

As a business coach, my aim is to create a coaching environment that embraces diversity and inclusion. I believe that every client's unique background and perspective hold immense value, and I ensure that they feel respected and heard throughout our interactions. I celebrate the diverse achievements and strengths of my clients by encouraging them to do the same within their organisations, fostering inclusive leadership that values different viewpoints and ensures everyone's voice is heard. Embracing diversity leads to richer creativity, better problem-solving, and enhanced collaboration, ultimately driving the organisation's success and enriching its overall work experience.

This one tells a lot about leadership. If leaders have an old mindset, punish mistakes and don′t encourage collaboration, the result will be that learning doesn′t take a high place in the organisation.

High innovation and productivity, with the resulting financial (and other) outcomes are definitely signs that you have a strong culture.

As it pertains to your culture, accountability is everything. The truest measure of your culture is the behaviors you tolerate. What you tolerate, you promote. Great employees crave accountability, and when you hold everyone accountable to the same standard it fosters a culture and environment where your top performers want to stay.

In one of my studies, I found that when you have a higher level of trust, people are 240% more willing to be vulnerable with each other, 106% more willing to give real feedback (the feedback that the other person need to hear, and not what you think they want to hear), and 76% more receptive to such feedback.

Accountability gets a bad rap. Yet, our best team members crave it. As long as we provide the support and tools necessary for success and goal attainment, team members thrive when accountability measures are in place (especially when the team member is actively involved in the construction of these measures).

We will, on average, spend over 13.5 years of our adult lives at work. So, the ultimate aim of any company should be "come to work here and you will walk out healthier." Even if we never accomplish that goal, there are many positive outcomes in trying to get there. ??Get clear about your work principles, practices and platforms to increase engagement and lower coordination costs. ??Change your company's relationship with time by focusing on outcomes not hours worked. ??Track energy in your company and you will see higher productivity. It does not work the other way around.

Healthy organizations start with the wholistic well-being of each and every team member. Further, when we can connect our work with our passions and strengths, we do great work, create flow, and thrive.

To me, there are three components of organizational culture. Two of them are vertical (between a leader and followers) and reciprocal: autonomy and accountability, and one horizontal (between peers): the ability to hold a constructive disagreement. When a leader provides autonomy, they get accountability. The alternative is to provide bureaucracy, and in return they get CYA. The alternatives to the ability to hold a constructive disagreement are destructive disagreement (when everything is personal, emotional, and irrational), and politically-correct disagreement (when you have the meeting before the meeting, the meeting after the meeting, just not the meeting during the meeting).

Healthy organizational cultures have volunteered commitment from everyone on the team. It is a place where high-performers seek the opportunity to join the team because they value the opportunity to do great work with equally committed individuals.

When I think about the signs of a healthy organisational culture, I see a company where people are engaged in their work, staff morale is good, there is a low turnover and when people do leave they do so for the positive reasons, and the company is successful in whatever way that their vision and purpose define success. You can generally sense a good organisational culture from just how it feels when you walk in the building. There is a certain buzz or feeling that flows from people when they work in this environment. This article picks up on a number of components that can help contribute to a healthy culture and part of being a leader is knowing which bits you need work on a develop at any one time.

A healthy organizational culture exhibits clear signs, fostering a positive work environment. Open communication, mutual respect, and transparent leadership are key indicators. Team collaboration, shared values, and a strong sense of purpose contribute to a thriving culture. Employee engagement, continuous learning, and adaptability showcase an organization's resilience. Lastly, a balance between work and well-being, coupled with a focus on diversity and inclusion, signifies a robust and healthy organizational culture.