How does any organization build a culture that authentically represents its stated values? We’re delving into this question over the next few weeks, leading up to a breakfast on a panel on February 15 with Raj Sisodia, Co-Chairman of Conscious Capitalism. Click here to see the details and register to attend.
Last week, I shared the statements from Raj’s Field Guide that serve as an audit that leaders can use to evaluate how “conscious” their culture truly is. It’s worth noting that Raj and Conscious Capitalism have evolved their language to now calling this concept “compassionate or caring” culture, which I find more accessible. This week I take a look at these statements and examine some *behaviors* that might constitute these attributes. Behavior is what is observable in the real world. Thus, behavior is what we can measure and most readily influence.
On the upcoming panel, we will have three CEOs to discuss these behaviors in their organizations. We will delve into the details with the intent of helping you carry lessons back that you can use with your own teams.
Conscious Capitalism Field Guide—Conscious Culture
Our company’s culture has a high degree of trust and transparency internally and externally. There is high trust among employees, between employees and management, and between the company and its external stakeholders.
- Do you have a high response rate to employee and customer feedback surveys?
- Is there a mechanism where all employees can communicate with senior management (like company town halls)? Are people using it?
- Do you have a system or process for following up and following through on stakeholder feedback?
In our culture, we say what we mean and we mean what we say. There is no sugarcoating of tough reality, and there is a high level of commitment to truth and integrity in all matters.
- Do your company communications include both good and bad news?
- Do you have a definition of integrity and ethical behavior for your company/industry that every employee knows and uses?
- Do you have a way of identify and managing lapses in integrity, ethics, and culture?
We operate within a culture of genuine caring and compassion for all stakeholders. When times get tough, our company exhibits an even higher level of caring and compassion than in prosperous times. There is a real sense of altruism in our culture. People do things for others with no expectation of a return, reward, or recognition.
- What’s the gender pay gap at your company?
- Is your company population representative of the geography in which it operates and the population it serves?
- How much time and money does the company spend on culture and on “altruism”?
Our people and our organization are continually evolving to higher states of capability and consciousness.
- How much do you spend annually on your employees on professional development for “soft” vs technical skills?
- Do you have a mechanism for measuring the gap between your stated cultural values and actual values? And, then making adjustments where necessary?
- Do you have funded programming for improving/maintaining your company culture?
Employees in our company are empowered to always do the right thing. We use self-managing, self-motivated, and self-directed teams to accomplish our work.
- Do you have a way for employees to hold others accountable if they see something going wrong?
- Have your employees determined how their role fits into the company’s higher purpose and/or how their personal higher purpose fits?
- Can employees develop solutions to problems they identify and offer them to management in an efficient and effective way?
These questions are just a few examples of how a conscious culture could manifest in the reality of operating a business. I look forward to continued examination with Raj and the Conscious Capitalism community. I hope you’ll join us.
Love & Humanity in Business: Creating a Caring Culture with Raj Sisodia
February 15 @ 7:30 am – 9:30 am