The formal and informal ways that employees interact continue to be in flux, calling for continuous examination and re-examination of the many aspects of organizational culture.
Culture starts at the top. Leaders envision it, are the architects of it, and they must manage it. They are champions of culture through their role-modeling and communication. They make sure that the organization has the right structures in place to support productive employee behaviors.
With employment that is even partially remote, culture is a challenge that senior leadership must get right. Jamie Dimon, CEO of JPMorgan, addresses this issue head-on in his annual letter to shareholders, noting the deleterious effect of remote work on culture. He describes how creativity can be depressed because colleagues do not interact spontaneously. Learning from others is more difficult as the “apprenticeship model” cannot be readily replicated in a ZOOM world.
Dimon’s observations provide a non-comprehensive list of issues that leaders must address to manage culture as a result of the pandemic. Culture governs employee satisfaction and drives the desire to serve the customer. Every employee’s aim should be to fulfill and try to exceed the customer’s expectations with every interaction. Engaged employees go the extra mile to make things right.
Leadership’s strategic decisions are the starting point for the culture’s foundation. Leaders focus on and communicate, through words and deeds, the norms, values, and ways of doing things within the organization. Importantly, also foundational to culture, employees must have the tools they need to get the job done. Today this involves hardware, software, and learning tools. Strategies around integrating key technologies and workforce development enhances an employee’s workplace experience.
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