Our Global MD, Sharon Richey, shares her top tips on how to build a company culture that will attract top talent.
Creating a winning culture is not easy, anything which truly matters in life rarely is. It takes shaping and guiding every day, and there are zero shortcuts. It also can’t be forced, if you are not actually ‘walking your own talk’ well beyond the Welcome Guide, then you’re going nowhere slowly.
I’m immensely proud of the culture we have at Because, and I often tend to liken it to that of a Rainbow Cake – great to look at, great to taste, easy enough to bake, but it requires time and effort.
With the pandemic having fundamentally changed the way we all work, the awareness of corporate culture is more acute now than ever before. It’s one thing building and maintaining a culture when everyone’s working under one roof and the frequented ‘local’ is just out the door to the left. It’s quite another when your team is dispersed across a city (or the globe as ours is) and is seldom face-to-face without a screen between them.
Fortunately, I’ve got 25 years of learnings (note: getting it wrong at times helps get it right next time) under my belt, and as such, a bank of tips to share with you. So, here goes…
1. Define your culture.
Have a good, hard think about what genuinely matters to you most. Using a bit of creative flair, write your culture down. I favour the simple (hooray that infographics are a thing of the past!) so I suggest you define your culture as succinctly as possible. Ours is as simple as it gets: At Because I feel respected, challenged, empowered, supported, responsible, informed and valued. And we have a heap of initiatives which brings this statement to life.
Culture is like DNA. If you want your culture to stick, it can’t be a forced behaviour, otherwise it won’t happen, as eventually you’ll let your guard slip. For example, good manners matter to me. I must have heard ‘manners maketh the man’ about a trillion times from my mum growing up (now I hear myself saying it to my own kids). So, at Because saying ‘thank you’ happens a lot, it happens naturally, and it makes our team feel appreciated.
Be a strong leader and call others out when you see a behaviour you believe to be counterculture. When internal emails get blanked as people are ‘busy’, I tell our guys that it’s disrespectful and ask them to please stop. And then no matter how busy I am, I practice what I preach and always ping a response to my mails, even if it’s simply to say, ‘noted, will get back to you by XX date’ (and then I diarise to do just that).
Ask your key people to choose a few words to define their own leadership or managerial approach – my words are fair, firm and fun (words which align with point 1 above). And going back to my point above, be clear on who you are as a leader and what sort of culture you want to create. Because business is personal. Be comfortable with who you are, know you won’t always get it right, and man up and say sorry when you make a mistake.
Speaking plainly, I can only work with people who genuinely give a shit. We all invest a lot of time and energy into our work lives, and it doesn’t feel fair, nor good, to work with someone who doesn’t care. So, at Because we hire fast and we fire faster (with fair chance and trial of course), because you can’t truly test values when you interview, its only when you work together that you’ll know if someone cares. For me attitude is more important than aptitude.
I make the time to share my learnings openly – the good, the bad and the ugly. Of course we have a hierarchy, but we are not hierarchical in outlook, so when we share learnings, we share freely with all e.g. most Thursday’s I do a quick stand-up Q&As session with our team in Cape Town covering things like managing up/down, better meeting’s, time management, etc. Being generous with my time teaching people how to manage theirs effectively, ultimately results in me having more time to manage my global company.
Get some rhythms and rituals into your business. We have a ‘run of the week, month and year’…and no matter how busy we are, most happen like clockwork. This is especially key when some of the team are in the office, some are at home and, like Because, some are spread across the globe.
And finally, time is scarce when you run an agency, so with the point of diminishing return in mind, if the Rainbow Cake looks and tastes fabulous with 7 layers, don’t bake 9.
But the proof, as they say, is in the pudding. And my ‘pudding’ is something we have fondly, over the years, termed the Because Boomerangs. You see the family member who fly the nest, very often return to the Because fold, whether that be to the same agency, or one across the globe, and we’re always happy to have them back. That, right there, is how I know all that time and effort building the Because Rainbow-Cake culture has paid off.
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