Culture and the Individual

There are many ways to inspire employees to contribute positively to the company culture you desire. Essentially, when staff knows that each individual is vital to the success of your organization, they will be invested in the overall good of the business.

First of all, individuals should meet regularly with their supervisors regarding their role and responsibilities (no matter how big or small). This creates a feeling that each individual is crucial to the company’s success and is indispensable. During these meetings, identify the strengths of staff members and use each individual to their full potential. People doing what they do best are vital to executing and building the desired culture (Moneypenny 2004). It is important at these meetings to discuss how the individual’s skills are contributing to the success of the team. It is also critical to communicate how the individual’s behavior is contributing to the culture of the company.

Secondly, recognize and affirm employees when they work in accordance with your corporate culture. Managers who fail to acknowledge the contributions of individuals are missing a simple opportunity to foster high morale and could end up with poor work performance, troublesome attitudes, and resignations (McGraw 1998). Celebrate employee successes through verbal praise, monetary rewards and bonuses, opportunities for advancement, a change in title or responsibilities, a gift on employment anniversaries, or other types of acknowledgement that fit for you.

The bottom line is that your employees are key assets in implementing and maintaining the corporate culture you desire. So do your best to affirm your most valuable resource – your staff (Sattler & Mullen 1996).

It will take time and effort to define and execute a thriving corporate culture in your company. The rewards are well worth it. The benefits for a cohesive corporate culture are employee retention and productivity, a stable company, better customer service, and ultimately larger profits (Klein 1999). Who wouldn’t want that?*

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