Only a single thing is universal about company culture: You cannot delegate it.
The definition of company culture varies dramatically from leader to leader. Some see it as the extent to which employees are engaged in their operate. Other people view it as how effectively the company has defined–and workers live according to–core values. But other individuals describe it as the feeling you get when you walk through the front door and into the lobby. Possibly it’s a mixture of all of these items. Either way, all three definitions (and any other individuals) are a direct reflection of the character of the leader.
If you recognize this and take advantage of it your self, you are going to see tremendous outcomes in your business. As the leader, your company culture is only as beneficial as your private role in it.
Company Culture Is About Authenticity
I initially thought that shifting culture-creating responsibility to existing staff at BerylHealth, exactly where I’m founder and CEO, would get those applications accomplished. But I quickly realized that these employees necessary ongoing cultural path from me and I had to participate in the culture we were making, not merely behave as a bystander. If you don’t commit to institutionalizing your culture initiatives as important to your company, and implement traditions oneself, your personnel will feel you are disingenuous.
To that end, I’ve dressed up in crazy outfits, made funny videos, attended neighborhood service events, espoused the value of core values, and written thousands of individual notecards to recognize milestones in the lives of my personnel.
Culture Became My Competitive Benefit
Over the years, I realized that that company culture became anything that was deeply aligned with my values. And simply because the culture was grounded in that, it became the award-winning secret sauce that my clients really feel and all stakeholders worth.
This is not to say that staff can’t lead and execute on your culture programs. Even so, you have to set the vision and give them permission to use their creativity to do the culture-creating issues they are passionate about.
Now that I’ve sold BerylHealth to Stericycle, a publicly-traded company with 13,000 employees, I am honored that–since of my culture encounter–the part I will segue into is Stericycle’s chief culture officer. I’m excited to aid define and shape the culture of a company that is spread over 12 countries, and implement applications that will boost the lives of all employees.
Culture Remains the Boss’ Job
But I have no illusions that my new role gives me the capability to set the tone or the culture vision for Stericycle. That job is reserved for Charlie Alutto, who right after 15 years with the company became CEO in January. He will have the distinct chance and challenge to make this journey element of his legacy and a part of what Stericycle is all about. I am just there to establish applications, recruit passionate volunteers, and scale what I was in a position
to do at BerylHealth–now for a much bigger company. I’m up for the challenge.
As a leader, you can and ought to delegate most of your company’s day-to-day operational perform to those who have the talent to do it. But you cannot abstain from your responsibility to create the culture that drives your company’s prospective achievement.
