Alleviating Stressful Transitions Through Office Campouts & Marshmallow Roasts

[Welcome back to?Cultivating Vibrant Workplaces!?In Issue #14, we share another illuminating profile from our?forthcoming book. Also, you are invited to join our VIP Group (email list) for upcoming announcements regarding our 2023 courses and certification programs, and to receive actionable Workplace Wellness resources via our WWCOE "Your Workplace Wellness Toolkit" (YWWT) newsletters.]

Moving day was finally here!?The Number TEN Architectural Group, headquartered in Manitoba, Canada, was ready to walk into its new office space in the fall of 2019 and begin the arduous process of settling in. True, the move was only temporary—a relocation made necessary by renovations occurring to their existing 14,000-square-foot office space, but it still had the potential to be stressful. After all, moving of any form is ranked as one of life’s most anxiety-inducing stressors. [1]

So, imagine their employees’ surprise when they walked into their?new temporary work-home?and discovered the unexpected:?a sign welcoming them to Camp 10,?along with gifts like camp mugs, toques, and camp snacks.

All sections of the?temporary office?space were named in the?spirit of the theme—boardrooms became Airstream and Houseboat; the reception area was dubbed Registration and decked out with camp chairs, a fake fire pit, and hanging beach balls! The?staff members were thrilled, and the transition went well.

But this?smooth move was no happy accident—it was the result of a well-thought-out plan explicitly designed to reduce staff stress and maintain the relaxed and creative office culture that has helped Number TEN thrive for 65 years.

When it became clear that the renovation and a temporary relocation were in the cards, Number TEN got to work immediately. Under the guidance and collective effort of its leadership—Kelly Goodwin, Ambassador of the TENstrong wellness program (and graduate of our Level 1 Workplace Wellness certification program), along with members of their Social and Wellness Committees—the Number TEN team was fully engaged in defining how the newly renovated space should look, feel, and function.

But management didn’t stop there! Knowing that the newly designed location would need to reflect and foster the creativity and comfort for which the firm is known, the management team made it a?priority to ensure an inclusive, vibrant work culture?thrived throughout their renovations.

To make this happen, leadership and the project team scheduled a?visioning session for staff which revealed that employees felt?most relaxed outdoors (see image below). Ultimately, that is how the idea for?Camp 10?was born.

Engaging input for inclusive work cultures. Clearly, it would not be appropriate for every company to transform its headquarters into indoor campgrounds—each organization is different and requires a different approach. Still, this case study has an important lesson for senior leadership, Human Resources, and Workplace Wellness leaders.

Number TEN understands that having a clear vision can serve as a?compass—a constant for employees—and constants create comfort and a greater ability to adapt to change. And most importantly, when employees are included in creating an organization’s vision, it can serve to dramatically shape a positive and engaged work culture. All of which help amplify employee buy-in and commitment to organizational changes.

But for less creatively-driven organizations, how might leadership inspire and cultivate a vibrant work culture? The answer may be found in Jeffrey Hayzlett’s six-step road map?included in the multi-authored book?Entrepreneur Voices on Company Culture. [2]

The first step for Hayzlett??Begin with a purpose. Ideally, an organization’s purpose should be established early in its inception and before its start-up.?To identify your company’s purpose, you need to be clear about who or what your organization serves and why.?This answer should be authentic and unique for each organization.

Once the purpose is established, you need to?co-create values and standards that will define your entire organization and do so through input across all levels of the organization. Your core values should be written and explained with clear language that all will use and understand.?

In full transparency, it's one thing to write down your cultural vision, but if top management doesn’t embrace that purpose and vision, no one else will. That’s why Hayzlett’s third step to building a robust and vibrant work culture is?having the CEO lead by example. Executives who are authentic, passionate, and transparent about the mission of their organizations are far more likely to inspire employee buy-in and engagement.

Once employees are on-board with company culture,?CEOs should seek out Cultural Ambassadors (or Wellness Champions, as we call them in our certification programs) throughout all levels of the organization—employees who get the corporate culture and are dedicated to fostering it.

Referencing his concept for Cultural Ambassadors, Hayzlett believes...

“Every company has them: employees who live, eat,?and breathe your culture and help everyone else understand who you are as a company and what you stand for. These employees are your biggest advocates because they love the company almost as much as you [leaders] do—they are your cheerleaders.”

He asserts that when you find these cheerleaders, talk to them: find out, from their perspective, why they love the company and the factors contributing to or detracting from their work experience. Over time, these on-the-ground Champions will be incredibly valuable, helping your organization stay true to its cultural vision even as your team grows or refocuses, and projects shift.

Talking and listening to employees feeds directly into the next of Hayzlett’s steps:?clear, truthful communications. Employees not initially consulted or apprised of organizational changes will quickly opt out of creating a great culture. By maintaining open communication and sticking to core language and values, organizations can preserve a culture of positivity, even through tough changes, corporate transitions, and office moves, such as Number TEN experienced.

This brings us to Hayzlett’s final building block for a strong work culture:?treating people well. It starts by communicating truthfully with employees (i.e., trust and credibility must be earned). But it goes beyond that! Treating employees well is about recognizing achievements, fostering a respectful work culture, and, most importantly,?viewing them as people?and?valuable contributors to the organization’s success. This most important factor should begin right at the point of hiring by looking beyond candidates' work experience to ensure that they are honest, thoughtful individuals who will work well with existing staff AND be a good fit for the established culture.

By implementing these steps, your organization will be off to a great start in building or enhancing an authentic, thriving work culture that prioritizes and optimizes well-being, productivity, growth, and success.

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CVW Newsletter References:

[1] Kelly Goodwin, Number TEN Architectural Group, “New Winnipeg Office Renovation Aims to Boost Design Culture,” accessed on January 26, 2022,?https://www.numberten.com/our-news/350-new-winnipeg-office-renovation-aims-to-boost-design-culture.

[2] Jeffrey Hayzlett,?“6 Steps to Building a Strong Company Culture,”?accessed on January 26, 2022, https://www.entrepreneur.com/article/277727.