Intentional Pursuit of a Healthy Work Culture
S. Chris Edmonds is a sought-after speaker, author, and executive consultant. He’s the founder and CEO of The Purposeful Culture Group, which he launched in 1990. Chris helps senior leaders build and sustain purposeful, positive, productive work cultures. He is the author or co-author of seven books, including Amazon bestsellers Good Comes First (2021) with Mark Babbitt, The Culture Engine (2014), and Leading at a Higher Level (2008) with Ken Blanchard.
Senior leaders work in cultures of their own creation – for better or worse. Most senior leaders pay little attention to the quality of their work culture. If their culture sets people against each other or causes people to behave disrespectfully, then work is exhausting – and results don’t match the team’s potential.
If their culture generates teamwork and energy, and passion, then work is invigorating – and results are a natural outcome of respect, innovation, and aligned action.
Leaders must make respect as important as results. Investing in a healthy culture helps change the workplace experience to one that is purposeful, positive, and productive.
Creating an uncompromising work experience that drives tangible business results doesn’t happen without intentional pursuit.
In all of the research and interviews I’ve done in over three decades of culture leadership consulting, two consistent themes have been clear:
- The failure of leaders to improve employee engagement or the employee experience over the past 30 years, and
- The failure of leaders in the past 10 years to adapt workplace assumptions, practices, and structure to accommodate younger generations entering the workforce.
These failures have, not surprisingly, led to increases in workplace stress.
Leaders must make respect as important as results.
A 2018 study by Korn Ferry found that
- 76% of respondents reported that stress at work had a negative impact on personal relationships
- 66% report they’ve lost sleep due to work stress
- 16% quit their jobs due to stress.
The study also found that formal leaders have a significant impact on workplace stress.
- 35% of respondents say that their boss is their biggest source of job stress.
- 80% say a change in leadership (a new direct boss, for example) negatively impacts their stress levels.
Who has an impact on work culture? Top leaders set the tone.
- Senior leaders
- Business owners
- CEO’s
- Presidents
- Vice presidents
- General managers
- Division heads
Players in organizations embrace behaviors – consciously or unconsciously – that are modeled by and reinforced by their formal leaders.
If leaders behave badly – dismissing, demeaning, and discounting others’ ideas, efforts, and accomplishments – company leaders and team members will demonstrate the same behaviors and treatment.
If leaders behave respectfully, validating others’ efforts and serving others kindly, company leaders and team members will demonstrate the same behaviors and treatment.
Respect drives results – every day.
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