Three things team members want in a team culture.
Unspoken, harmful rules can easily creep into a team culture. Leaders may not be aware they are there. Team members feel uncertain about what they can say, how they can say it, and the consequences for speaking up. Leaving team members shut down and disengaged.
But developing a culture is not as amorphous as people think. Leaders can make sure there is purposefulness in their team culture experience.
There are so many moving pieces to culture, so where do we begin? Today we have Eric Chagala who is the founding Principal for Vista Innovation & Design Academy (VIDA).
As a business consultant who works to develop collaborative and productive team cultures, I know that Eric is the real deal. I’ve seen him in action, and he has an eye for innovation and provides incredible supportive energy.
In this clip, Eric will share with us three places where leaders can start developing team culture.
Transcription
I know it's many things. But what's one of the main things you think people are looking for in a team culture?
I think there's like different elements of culture. Like we look at organizations and teams. And so I think three key things that people want when looking and like dissecting in culture is around it like an organizational aspect of culture. They want to know like the why of the work they want to believe in something they want to be connected to really deep meaning work.
Second, I think like institutional aspects of culture they want to know how things operate in the so the operations and know what to expect not be caught off guard and to be able to plan I think it reduces anxiety and increases cheerfulness and productivity. But then also the relational aspect of organizational culture where they want to be known.
Gallop even does they call it the Q12 assessment and it's about organizational culture and how people fit in and the 12 most important things to employees and one of the questions I've actually asked is do you have a best friend at work. And so that relational aspect of being known having at least a person that you're really really really connected to but then also like being understood by the leaders and how things operate.
I'd say institutionally, organizationally, and then also relationally.
In my head I'm thinking the why, the how, and then the who. Why are we really doing this? How are we actually going to do this? And who's a part of this, deeply understanding who these people are.