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It’s no secret that every successful company needs a solid, recognizable corporate culture. Statistics show that 88% of job seekers consider that a healthy work culture is essential to success, and younger generations now prioritize “cultural fit” when looking for a job. It’s no wonder that a strong corporate culture that keeps employees engaged translates directly into: (*4*)202% performance increase.
With such compelling data, it’s shocking how often startups fail in this regard. As a successful CEO and co-founder, here are 4 common mistakes I’ve seen and the best way to avoid them on your startup journey.
1. Not knowing when to maneuver from the “tribe” stage to more structured processes
My company, Flowwow, is currently in that awkward “preteen” phase where we are not a startup “tribe” but not yet a large corporation. This creates tension because those that have been with the company from the starting often romanticize the “good old days” and resist implementing more structured processes.
Because this is often a difficult phase for brands, many people follow the “startup family” model where everyone has been doing every part for too long. This can damage morale, motivation and long-term growth and increase the risk of the brand grinding to a halt at a critical moment. We have tried to avoid this error by ensuring that our overall mission closely aligns with the values of every person we hire.
We make sure everyone feels supported and heard, ensuring everyone understands our flexible and flexible processes. We also help place each person on a team that most closely fits their skills and personality, so that they feel useful, fulfilled and engaged. Remember that data shows 85% of employees feel discouragedAlready 69% they say that to feel happier and engaged, all they need is recognition and validation.
2. Not allowing your culture to evolve with your brand
Some camps consider that brands should remain consistent over time, but we consider that evolving with the market and trends is much higher for overall durability.
Remember: as your brand develops and matures, so should your corporate culture. As a founder, it is your job to alter the internal and external perception of your brand during these transitional times. Your core values should remain the same, but it’s how you reside them that makes the difference.
For example, when Flowwow transitioned from a flower service to a gift marketplace model, the founder’s task was not only to reframe the public message, but also to make sure that we emphasized what was most vital to us as a brand: openness, transparency and quality.
By focusing on this, we didn’t have to do anything specific to drive our culture; it naturally evolved from genuinely shared values. These principles have remained constant over the years, but our “values-based” actions are more tangible: we offer resources akin to language learning, mental health support and medical insurance to point out the team that our values are greater than words.
3. Neglecting to ascertain top-down communication
I’ve heard of many startups that failed or went to wreck because the founding team felt they’d to cover difficulties or only tell employees what they felt was “necessary.” This is often done with good intentions. They mistakenly think that learning about the crisis or the difficult road ahead will demotivate or worry employees. Don’t fall into this trap! You hired these people because you trust and consider in them, so prove it by being transparent and allowing them to support you and each other.
When management offers open channels of communication, employees feel empowered to take responsibility, contribute fresh ideas and make decisions in the best interest of the brand. HBR notices this good communication from senior management is the foremost driver of worker engagement.
4. Forgetting that the founder is the heart and soul of the brand
Founders often fall into the trap of playing Superman (or woman): they feel like they have to be involved in every part all the time, often at the expense of their well-being. This could also be obligatory initially, but the founder’s foremost goal needs to be to seek out and develop a core team that will be trusted to take over most of the day-to-day tasks.
A powerful, compelling corporate culture needs an axis around which it revolves, and that axis needs to be its founder. Instill your values in every person you hire, and then allow all the things that made you need to hire them to develop into clear in the first place. Use your influence and passion to enhance, strengthen and lead the company. By acting as a secure and trusted haven for your team, you permit your corporate culture to flourish organically, resonating with employees and customers alike.
It’s necessary to not get burned out. You are an example to everyone, so it is your job to listen to your mental well-being and consistently work to know and manage your emotional impulses. Recognize your limitations, act inside them, and let your team see that you just are human. This is the basis for a healthy and honest atmosphere.
The way forward for work is now, so don’t let your work culture get left behind
Corporate culture is essential to the current and future health and longevity of an organization. Monitor aspects akin to absenteeism, participation, and even body language to get a full picture of whether your brand atmosphere needs improvement. Remember that a healthy organization balances stability and growth, and lasting improvements must at all times come from the top down.