How Remote Teams Keep Their Company Culture Alive
A company’s culture is defined by its values, language and behaviors, and it’s the catalyst for how people work together to get things done, traditionally in the physical workplace. With so many people now working remotely, sustaining this culture requires a new approach.
The key lies in understanding and defining exactly the desired and optimal outcome, in terms of the culture, and from there, understanding the behaviors that promote and support this, as well as the warning signs for those that do not. not, like Paul Clarke, founder of corporate performance consultancy LOGIN PerformanceExplain.
He says, “Triggers to facilitate these behaviors being expected and automatic need to be put in place. These triggers are the key conditions that allow teams to thrive, for example, the right tools, the right direction, optimal levels of training, and ensuring that everyone’s motivation levels are on par and focused on the same results. and consequences.
Alignment, he says, is the key word here. When people understand the correct behaviors and approaches to get the results they want, they tend to be more aligned in implementing the steps to successful remote work.
“Build in an understanding of the outcomes you don’t want and the triggers for the behaviors or reactions that lead to them, and you have a team with a full set of information about what will help them and, most importantly, what might get in their way,” Clarke adds.
My Management Accountant (MMA) transitioned to permanent remote work in March of last year. Founder Martin Bown has worked hard to ensure that the firm’s culture of empowerment, understanding and compassion, and of being there for each other when life comes, remains as strong as ever.
Employees are also encouraged to be aware of each other’s personal circumstances, especially during the pandemic when the lockdown has forced the team to stick together more than ever.
Bown says, “When our payroll manager was rushed to hospital in the middle of enrolling our largest payroll client, the whole team pulled together and pulled out all the stops. cover the role and requirements, ensuring that nothing is overlooked or left unfinished. As a result, the client signed up for our services without realizing that the manager was sick.
The company uses the online platform Cultureblox to measure how well employee behaviors align with company culture. Bown says, “The team can give each other feedback and feedback when they display values or behaviors, while we can also give constructive advice if behaviors are not in line with our values. As a remote team, we are very aware that people can become isolated, and mental health and wellbeing is an ongoing consideration.
retail technology software Hullabalook’s the culture encourages transparency and celebration of its people, which it does in several ways, including through its “Friday Reflections” which take place every Friday noon.
The company buys everyone’s lunch and everyone eats together as a team on a video call. Then, one by one, they go around the virtual room with each reflecting on their week; what they did well, what didn’t go so well, and who did a great job and deserves recognition.
Founder Bryony Elliot says, “We’ve been doing this since the company was founded in 2016, when we were just two founders and one employee. We now have over 30. Some people feel uncomfortable or embarrassed celebrating themselves or admitting they’ve done something wrong, but by encouraging authenticity in this way, everyone has the opportunity to express their feelings and look forward to a new week. This has been a great way to preserve our culture as we continue to work as a remote team. »
Sustaining this cultural enabler of high performance also relies on hiring the right people whose values align with those of the company. Relay payments has codified its corporate culture in its values, language, programs and success criteria. The company hires people who are not only great at what they do, but who align with our philosophies, as Amy Zimmerman, Director of Human Resources explains.
“Our team members describe our culture as innovative, engaging, supportive and rewarding,” she says. “It’s the catalyst for how work gets done, and because it’s so important to us and our success, we’re committed to investing in it very intentionally.”
The company’s policy on where work is done is ‘anywhere’, however, to maintain connectivity between team members beyond office walls, it has created programs and rituals that include mental and physical well-being, recognition, learning and growth, enjoyment, and even created a virtual “water cooler” for daily interaction.
“Again, with a focus on intent, we are committed to creating the best possible culture to drive high performance, which is necessary to achieve our massive goals,” Zimmerman says.