By Dave Barnett
Organizations are constantly seeking ways to gain a competitive edge. While strategies, processes and technologies play a crucial role, one often-overlooked factor can make or break an organization’s success: culture.
A strong, positive culture is more than just a buzzword – it’s a powerful catalyst for growth, innovation and sustained success. When employees feel valued, respected and aligned with their organization’s mission and values, they are more likely to be engaged, motivated and productive.
The impact of a meaningful culture cannot be overstated. According to a study by Gallup, organizations with highly engaged employees outperform their peers by a staggering 23% in profitability and 18% in productivity. These statistics underscore the direct correlation between a positive culture and tangible business outcomes.
When done right, culture can be a massive accelerator of performance, results and success.
Understanding The Role of Organizational Culture
Culture is the beating heart of any organization, shaping how employees interact, collaborate and approach their work. It’s the shared values, beliefs and behaviors that define the workplace experience – physical or virtual. It is the water we swim in, the air we breathe. Culture is the way we choose to be with one another as we pursue achievement of our mission, strategy and goals. Put succinctly, organizations of any type spend each day pursuing results, the what they do; culture is how they choose to interact in doing so. Results achievement rests entirely upon the strength (or weakness) of one’s culture so it is worth spending intentional time in shaping it.
Shape Your Culture Rather Than Allowing It to Shape You
Culture exists whether you acknowledge it or not. It’s the invisible force that shapes how people think, feel and behave within an organization. Culture will shape you if you don’t intentionally shape it first. If left unattended, it can take on a life of its own – slowly creeping in and molding itself around the cracks and crevices until it becomes the driving factor behind your company’s success or failure.
Some simply ignore it altogether, allowing culture to develop haphazardly based on the whims and habits of those around them. Others try to force top-down cultural changes without understanding that this aggressive approach often backfires, leading to frustration and disengagement. The key is making incremental, intentional changes to guide your organizational culture in the right direction over time. Culture change happens when we change individual behaviors, at scale. It’s an output versus and input so it can’t be changed directly. Instead, it needs to be shaped by moving things around it. Adjust processes, communication patterns and organizational rituals. Realign systems and incentives. Hire for cultural fit. Recognize and promote desired behaviors. At the end of the day, your culture is defined by the gap between what you permit and what you promote.
Let Trust & Shared Values Create a Successful Culture
A culture built on shared values acts as a guiding light, fostering trust, collaboration, and ultimately, success. When employees share a common set of beliefs and principles, they are united in their mission and can easily navigate even the most complex challenges.
At the heart of a successful culture lies trust. When colleagues can predict and rely on each other's communication and behavior, reliability and consistency are established. This trust becomes the foundation for effective collaboration, as team members feel empowered to share diverse perspectives and work together to solve problems.
Collaborative problem-solving is a hallmark of a values-driven culture. When teams can openly exchange ideas and leverage their collective expertise, they are more likely to uncover innovative solutions. This not only enhances productivity and work quality but also fosters a sense of camaraderie and goodwill that permeates throughout the organization. Further, it allows for the best thinking and ideas within an organization to flow versus holding a monopoly on idea generation to a small few.
Culture is the glue that binds teams together, fueling their collective efforts and propelling the organization forward. When a standard set of values unites employees, they are more engaged, motivated and committed to their organization's success. This sense of unity and purpose creates a magnetic force that attracts top talent and fosters loyalty, as individuals are drawn to organizations that align with their personal beliefs and values.
Leadership Is the Architects of Culture
Ultimately, for a culture to truly thrive, leadership must actively define, communicate and embody the organization's values. Leaders who consistently model the desired behaviors and attitudes set the tone for all employees. Their actions serve as a beacon, guiding employees and reinforcing the importance of living the shared values daily. When leader behavior counteracts espoused values, it entirely negates any messaging around culture. In this sense, culture change needs to start with the top of an organization, enabling them to first model the behaviors and norms that you wish to see in your culture going forward.
The culture that's right for your organization depends entirely on your unique mission, vision and objectives. But getting it right is essential. Because when push comes to shove, culture will shape your company's trajectory whether you're actively guiding it or not. So, as you chart your organization's course for success, don't overlook the power of culture. Invest in it, nurture it, and make it a cornerstone of your strategy. Because in the end, culture is hard to replicate, and it may just be the one thing that sets you apart from the competition.
Dave Barnett is the Chief Administrative Officer for DeVry University. In this role, Barnett is focused on aligning DeVry leadership and talent to achieving the University’s most important work, while also helping its partners with talent strategies to do the same. He has responsibility for leading our DeVryWorks partnership strategy, while also driving the direction of Human Resources, Diversity Equity & Inclusion, Public Relations, Communications and Alumni Relations efforts for the University. Barnett previously was DeVry’s Chief Human Resources and University Relations Officer when his primary lens included identifying, attracting and engaging key talent with a focus on driving exceptional learner and partner outcomes. He also oversaw the communications architecture designed to inform and build a culture of care with colleagues, students and alumni, and foster goodwill with the community and other stakeholders.
