Walk the talk for organizational culture

As a leader, you can create and nurture your organization’s culture.

I like the quote, “Your company culture is not words on your website or posters on the wall. It’s how your people feel on a Sunday night.”

During some of my recent workshops, I’ve asked people to think of a leader who exemplifies living a culture—you know, walking the talk—or one they found inspirational.

Guess what? The leaders they remembered weren’t the smartest or most driven in the room.

They remembered the leaders who made them feel important. Many of the stories came from early in their careers when the CEO or someone senior took time to talk and get to know them.

And it’s this type of interaction that made them feel connected to the organization.

So why does it matter?

 Feeling connected 

Years after the pandemic, we’re still discussing a talent war. We want to keep high-performing employees because turnover is expensive, and we want to attract new stars. But we’re not talking enough about how leaders can keep employees engaged and keep them feeling connected.

Whether you are a team leader, supervisor, senior VP, or CEO, you can influence your company’s culture, which I’d define as how we treat each other, how we treat clients, how we communicate, and how we want to be.

So, here are a few tips on culture-building.

 Be present

One of the most important things a leader can do is be fully present when interacting with their team.

If you’re going to spend five or 10 minutes with someone, put your phone away. Engage with them, actively listen, and ask questions. Your attention matters, so don’t look over their shoulder to see who else you want to connect with in the room.

Being genuinely present when interacting with staff or employees costs you nothing.

Remember that a meeting made is a debt unpaid. If something comes up during your weekly one-on-one, don't ever cancel it; you need to reschedule. It sends a message that my time with you isn’t essential if you don’t.

 Be inquisitive 

Leaders can engage more deeply by asking your team questions beyond the scope of their work or projects. Ask them about their lives away from work. What are their interests, passions, and hobbies? Ask about their family. What challenges are they facing, and what are they most excited about at work? What are their career aspirations? Listen closely.

All humans need to feel valued. It’s not a preference or a desire but an actual need.

Be vulnerable 

These days, leaders are expected to be more authentic, transparent, and vulnerable. By this, I mean sharing who you are: your interests and life away from work. Include successes and some of your failures.

People want leaders who are inspirational but also relatable. If leaders have a perceived Teflon coating, it’s hard for employees to feel connected to and trust them.

Being open and vulnerable can improve your company culture.

Walking the talk

Leaders must walk the talk to live up to the framed mantra in the lobby.

Most organizations I’ve worked with have something baked into their mission, vision, and values about our people being their most important asset.

But how often do we see leaders make people-first decisions? Would they turn down a new client if their team was overwhelmed? If a customer made an unreasonable request or complaint, would the leader have the employee’s back?

If employees are your most important asset, show them; don’t tell them.

 Let them be part of something bigger 

Sharing more of your company’s vision, purpose, and direction will help your employees feel more connected. The more they see their role in it, the more they feel part of something.

A connected culture is crucial for employee engagement and retention, making employees feel valued and important. Leaders must prioritize this culture by being present, actively listening, sharing and valuing employees’ needs.