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Hi and welcome to Be The Flagship with our podcast host Jeff Parsons.

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This is where we tackle the day-to-day talent management challenges you face, particularly

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in hospice and small healthcare organizations.

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And now over to our host.

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Take it away, Jeff.

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Hello and welcome to Be The Flagship.

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I'm your podcast host, Jeff Parsons.

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And this episode, this week's episode continues our month-long discussion and focus on workplace

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culture.

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If you will recall, last week's episode was great and included a guest speaker, Heather

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Thompson, BP of Hospice down in Texas, talking about workplace culture and specifically

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the power of recognition in building that great place to work.

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This week, we're going to back up a step and we're going to look at workplace culture

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a little more strategically and talk about the various components of workplace culture.

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And I've narrowed those down to the 10 components of workplace culture.

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So let's take a quick break and we'll come back and get started.

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Increase the success of your hiring process by eliminating costly bad hiring decisions.

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Job candidates may interview well and have stellar credentials but still fail within

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your organization.

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Why did the new hire fail?

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Because they are not aligned with your values and goals.

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Or, they don't have the ability to make good decisions.

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Or, their behaviors are toxic.

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Or, because their interests are not aligned with the reality of their job.

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There is a better way.

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Increase the effectiveness of your hiring decisions through the use of flagship talent's

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innovative talent assessments.

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To learn more, contact Jeff Parsons today to learn how you can eliminate bad hiring

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decisions.

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You can reach him at 800-530-4189.

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Extension 101.

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Okay, we're back and before we get back to our topic for today, the 10 components of

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workplace culture, I have some exciting news for the listeners.

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We're actually launching two new podcasts over the next few weeks.

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One is for those who are in career transition and the other is for those who would like

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to beef up in their leadership skills.

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And so, you'll hear more about these two new podcasts in the next couple of weeks.

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As I'm sure you're aware, you know, workplace culture is complex.

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It's multifaceted and it encompasses various pieces or components.

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And these components collectively shape the environment, the values, the behaviors, and

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the attitudes within your organization.

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And some of the key components of workplace culture include the following.

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Again, I've categorized those into 10.

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So number one is values and beliefs.

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The core principles and philosophies that guide decision making and behavior within

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your organization.

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These include shared beliefs about ethics, integrity, and what is important to the organization.

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Now I've never stepped into an organization, I don't think, I can't recall one at least,

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where the organization did not have their, they may call them a lot of things, you know,

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core values, values, principles.

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You know, you may see a lot of different words for it, but it's those core values really

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within the organization.

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But you'll see them on a plaque or framed and hung on the wall, which is great.

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I mean, it keeps it in front of people and you know, the more places you can post those

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things the better off you are.

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But they're meaningless if you don't, if they're not demonstrated in work on a daily basis.

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So it's one thing, it's sort of like do as I say and not as I do.

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So yeah, I'm going to post these things here are our values, but then the key leaders within

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your organization, well, not just your key leaders, any of the leaders within your organization,

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throw those values that plaque right out the window when they demonstrate a lack of care

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for their employees, a lack of integrity, a lack of honesty, all those types of things

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destroy whatever platitudes you have framed very nicely in placed in your conference room.

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Right?

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So it's more than a plaque is more than framed wall art in your conference room.

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These are core principles and philosophies that God should guide every decision you make

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should guide your behaviors, how you treat each other, how the team behaves, how the

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team works cross functionally with other teams.

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So your values and beliefs I have ranked really is number one, because without those, you

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don't have that golden thread, if you will, throughout your organization that connects

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behaviors and decisions and communication and all those other key factors within culture.

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So the number one is your values and your beliefs.

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I will make a strong statement right now.

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I won't be the first and probably won't be the last, but if you're not willing to live

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by those values, if you're not willing to demonstrate in a positive way, those values

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that you have on the wall, then do me a favor, toss that plaque into the garbage can because

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it is worthless.

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And in fact, it does more harm than good because the employees look at it saying, yeah, that

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means a whole lot, right?

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So it creates this sense of dishonesty within your organization.

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If you say this is what we live by, but you don't demonstrate it.

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Okay.

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So values and beliefs, number one, number two, your vision and mission.

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And oftentimes organizations get the two confused.

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That your mission is what you're going to do every day.

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This is our mission.

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This is our purpose for existence.

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And your vision is where you'd like to be in the future.

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This is where we're heading.

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And if we achieve our mission, then eventually we will reach our vision.

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And so the vision and mission, these are the organization's long-term goals and your purpose

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again for being there.

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A clear vision and mission statement provide direction and alignment for employees driving

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collective efforts toward a common objective.

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I've seen a lot of organizations where they include a mission statement on the back of

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a business card.

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And that's impressive.

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You get a business card and it has their mission on the back, but it's sort of like that plaque

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on the wall again with the key values.

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But that employee does not embody that mission statement and that vision statement.

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And if they don't understand their role within your organization and achieving your mission

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and eventually your vision, then it's useless.

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I've been in organizations where the employees could recite it, word for word, they could

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recite the mission.

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That's a little stronger because they're beginning to absorb what that mission is and their role

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in the mission.

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But before you place your mission statement on the back of a business card, make sure

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the carrier of that business card understands their role within your organization and helping

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you accomplish that mission is so important.

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Because they may be asked at some point, so okay, so this is your mission statement.

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So what does this mean?

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And that employee at that point in time should be able to talk through what it means from

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their perspective, from their individual role within the organization, not recite something

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that's been told to them by the CEO or the HR person, that sort of thing.

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So again, vision and mission, that's the second component of workplace culture.

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The third component is leadership style.

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The leadership approach and behaviors exhibited by your leaders within your organization,

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that's really truly important.

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I mean, I hear all the time, we lead by example.

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Okay, what kind of example?

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Do you lead by a positive example?

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You lead by a bad example.

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You know, you claim you have these values, you claim you have this mission statement,

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but yet you go around, you know, screaming at people, treating people badly, treating

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people in a vindictive, vengeful manner.

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And I'm a firm believer that you're always communicating something even when you're saying

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nothing.

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So when you behave that way, what are you communicating to the rest of your organization

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is communicating no matter what we say on the wall, this is the way we really behave

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and this is how we really feel about people and one another.

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And so leadership styles, and oftentimes you may have a top leader, a CEO, you know, who

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is a very effective leader.

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I mean, they understand good leadership and they model in a positive way your values and

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your mission and all those things, but they don't hold other leaders within their organization

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accountable for doing the same thing, right?

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And so it's very important to hold people to account for their behaviors.

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You know, they may be a stellar performer in terms of getting financial results, getting

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reports on time, getting those types of things, but if they use a scorched earth policy to

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do it, then they've done more damage than they have good, right?

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To your culture.

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And so hold your leaders accountable if you're the top leader within that organization.

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Now oftentimes a toxic environment, it's a product of your senior leader within your

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organization.

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I'm sorry for the strong statement, but it's a fact, right?

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Because you know, hold leaders accountable or number two, you're part of the problem

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in terms of behavior.

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And people see that and they make decisions based on what they see, not what you say.

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Okay.

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So anyway, you know, I know it sounds like I'm on a soap box today, but just felt like

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needed to get that aired.

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The fourth component of workplace culture is communication.

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And that what I mean by communication, the exchange of information, ideas, feedback within

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your organization.

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So effective communication promotes transparency within your organization.

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It promotes a sense of collaboration within your organization and trust among employees

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and teams.

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When they feel like the leaders within the organization hold their cards close to their

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chest, in other words, they're not very open in their communication.

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They don't share much about themselves.

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You know, it's hard to develop that level of mutual trust that's needed.

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So you know, the more transparent you are with communication, being open and honest

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with your communication, providing constructive feedback in terms of, you know, instead of

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destructive feedback, right?

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I see some leaders who've read the first half of the Marine handbook, but they forgot to

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read the last half, right?

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The first half you tear the Marine recruit down and make them feel like they're lower

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than low.

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And then you build them back up.

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Well, some leaders have read the first part and they haven't read the second part.

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You know, they don't know how or they're not willing or they don't care on how to pick

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that person up and build them up and build their level of self-confidence and self-esteem

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within the organization.

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So communication is key.

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Having good communication processes, making sure that your employees understand what those

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processes are as opposed to assuming they understand.

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Number five, employee engagement.

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That's another HR buzzword over the last couple of years, but it's true.

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How engaged I am within that organization is an indicator of how committed and how much

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I believe that I have a real role to play in the success of the organization and that

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the organization cares about my success.

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So when we speak of employee engagement, we're speaking of the level of commitment, motivation

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and satisfaction among employees.

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So if you have a positive workplace culture, it fosters high levels of engagement and it

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does so by recognizing and valuing employees' contributions, providing opportunities for

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growth and development and it promotes work-life balance.

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And so again, going back to the episode last week with Heather, she's really focused on

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recognition and celebration of successes and those types of things.

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Why?

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Well, for one reason, she believes in it, which is a great thing, but she also understands

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that an appreciated workforce and appreciated team will work harder and be more engaged

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in trying to achieve the goals of the organization.

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So employee engagement obviously is very important.

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And so that's the fifth component of workplace culture.

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So let's take another break.

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We'll come back and we'll wrap up the last five components of workplace culture.

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Did you know that a staggering 75% of managers admitted to making at least one bad hiring

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decision?

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That's a costly mistake for any company, impacting not only finances, but also morale and service

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quality.

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But fear not, there's a solution to prevent bad hiring decisions.

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Just imagine being able to assess a potential new hire's decision-making skills, their ability

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to learn quickly, their behavioral tendencies and even their interests.

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By understanding these key factors, you can make better hiring decisions that lead to

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increased engagement, performance and retention.

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That's where flagship talent solutions comes in.

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Right, with our cutting edge talent assessments, we're here to help you revolutionize your

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hiring process.

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Our assessments go beyond the basics, providing you with invaluable insights into each candidate.

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Wow, picture a world where every member of your team is not only qualified, but perfectly

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aligned with your culturing goals.

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That's the power of hiring excellence.

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So end bad hiring decisions today.

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Contact Jeff Parsons at 1-800-530-4189.

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And take the next step to building your dream team.

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Don't let bad hires hold your company back.

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Invest in excellence with our talent assessments.

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All right, we're back, we're back.

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So where were we?

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We left off with the fifth component of workplace culture, employee engagement.

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So just to refresh your memory, before the break, the first component would be your values

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and your beliefs.

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The second component is your vision and your mission.

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The third component is your leadership style.

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And I'm talking about your organizational leadership style, which is a collection of

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your corporate or your organization style is basically a reflection of your individual

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leadership styles and what the senior leader is willing to accept.

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The fourth component was communication.

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And the fifth component was employee engagement.

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So the sixth component, diversity and inclusion.

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And this is the extent to which differences in backgrounds, perspectives and experiences

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are respected and valued within the organization.

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Cultivating a diverse and inclusive culture enhances the creativity within the organization,

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the level of innovation and your degree of organizational resilience.

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And so that's, you know, it's very important to make sure that you're inclusive in your

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hiring practices, your promotion practices, but you hold people to standards as well,

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you know, performance standards.

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And some organizations tend to hide behind DEI initiatives as opposed to using it as

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a tool of strength for the organization.

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So be aware of that.

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You know, at the end of the day, the organization has a mission in the organization, in the

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community and your job is to achieve that mission.

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And you need the resource, collective resources within your organization to be able to achieve

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this.

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And so treating everyone the same, regardless of race, color, religion, all those protected

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classes is very important.

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So that's diversity and inclusion.

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Number seven, the work environment.

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This is the physical, emotional and social aspects of the workplace.

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A supportive and inclusive work environment promotes well-being, productivity and collaboration

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among your employees.

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But again, you know, so the work environment itself, you know, do employees within your

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organization feel that it's a safe working environment?

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Do they feel that you're committed to improving their work life and their processes to make

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life a little easier for them at work?

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Do you provide the systems and the other tools that they need to be successful?

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All of these things are folded into the work environment.

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It's really how it's perceived by the employees within your organization, not what you necessarily

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think in perceptions, reality, regardless of the truth, right?

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And so if their perception is this unsafe, to them, it's unsafe, right?

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And so it's about managing that perception and helping them understand the work environment

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and why the work environment is what it is, or if there needs to be change that you're

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committed to making the necessary changes.

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Number eight, the organizational rituals and traditions you have within your organization.

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And what do I mean by that?

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Well, I don't know.

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What are your established practices, the ceremonies and rituals that reinforce your organizational

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values and build a sense of community?

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And this could include things like your team building activities, if you have any, recognition

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programs, annual events, a celebrated achievement and milestones.

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My two cents on that celebration moment should not be planned on an annual basis.

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You can have annual events, but if you wait 12 months to celebrate an accomplishment,

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it could be too late.

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You should celebrate as you achieve certain milestones within your organization and not

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wait, not put it off.

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Celebrate as you go, or you may never get there, right?

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And so again, going back to last week's episode with Heather, she really focused on organizational

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rituals and traditions, you know, how they celebrate each other, how they recognize each

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other.

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It was so important.

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And when I say established practices, I don't mean just your documented procedures, rules,

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things.

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It's the unwritten rules.

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It's the more A's within your organization.

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So how do you tend to treat one another?

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You know, those types of things, those are your unwritten rules, if you will.

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And so you have both written rules, your procedures, your policies, and your unwritten rules.

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And you have those in every single organization.

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So that's again, your rituals.

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Number nine is performance management.

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And of course, these are the processes and systems used to evaluate, reward, and develop

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employee performance.

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And a culture that emphasizes continuous feedback, learning, and growth fosters accountability

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and it fosters excellence.

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In my view, you know, performance management has really got a bad name, a bad reputation

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over time.

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You know, when I'm facilitating leadership development, when I get to this part of the

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road shop, you know, performance management, I'll ask how many of you enjoy doing performance

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evaluations?

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And I've never seen anyone raise their hands.

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Oh yeah, we just can't wait to do performance evaluation.

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Right.

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So we create performance management processes that are cumbersome to the direct managers,

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employees within your organization.

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The employees don't perceive them as meaning much of anything.

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And they get that from their leaders, by the way, the commas that are made.

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Managers see them as, oh my goodness, as a burden rather than as an opportunity.

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And so it just gets a bad reputation.

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And one way you can think of performance management to maybe give it a more positive connotation

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is instead of performance management, perhaps you need a performance development process.

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You're accomplishing some of the same things, but if you're focused on the growth and development

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of the employee, instead of the carrot and the stick approach to management, you may

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get more effective results.

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So I promote performance development processes.

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So where is the performance today in relation to the performance goals for the employee

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and where they want to be in their career and their next steps within the organization

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and tying it to succession planning and all those types of things that really provide

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a true incentive for an employee to do things differently.

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If the employee thinks, well, this is just a process we go through every year where they

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tell me I'm getting 2% salary increase.

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It really doesn't mean a whole lot to the employees, just a check the box kind of thing.

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And your goal is to take performance management and transition it from a check the box type

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of thing to, hey, we believe we're committed to developing our employees and we do that

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through our performance development processes.

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So you have some thought as you work to create that great place to work within your organization.

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And finally, drum roll.

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Let me get a drum roll there.

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The 10th component to workplace culture, adaptability and change.

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And this is the organization's ability to embrace change, innovation and continuous

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improvement cultivating a culture that values flexibility, resilience and agility enables

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that organization to thrive in dynamic and uncertain environments.

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In most organizations, I have to tell you change is a four letter word.

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I've heard that no one likes change other than babies, right?

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And so change can be seen as a threat.

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We can look at it and the way that we manage change can create resistance to change, right?

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If you manage change and that we're going to force this down your throats, this is the

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way we're going to do it.

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And if you don't want to do it, you know, there's the door, right?

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You're going to create resistance.

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It may not be obvious.

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It'll be underground perhaps, but it could be passive resistance, but you will create

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resistance to change.

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Your job is not to manage change.

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Your job is to lead change.

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Right?

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And what do I mean by that?

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You need to establish the leadership within your organization and be perceived as a change

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agent.

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And it's the way that you communicate the change.

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It's the way that you hold people accountable for the change.

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It's the way that you deal with systems when you're going through a change within your

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organization.

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All those things are really important.

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So think of change management in different terms, kind of like performance and management.

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Think of it as performance development.

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Think of change management as change leadership.

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How are you going to utilize your leadership skills and your organization's leadership

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skills to implement change that increases the satisfaction of your workforce, it helps

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you achieve your business goals, that type of thing.

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By creating a workforce that embraces change, you can accomplish great things within your

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organization.

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You increase the agility within your organization and the flexibility within the organization.

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I'll give you an example, in my corporate HR career, we had two different divisions

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and each division had various sites within the US and other countries.

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I was responsible for HR and for the Americas and global talent management.

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One business, I won't mention which one, but it had been a part of a long-standing manufacturing

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company with deep roots within the US and a lot of hierarchy, a lot of bureaucracy.

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Change was very difficult and very slow within our organization.

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Our company acquired a part of that business.

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Then we had another business where their history was a little different.

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We acquired that business and they had been acquired multiple times.

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They knew the gig, they knew what to expect and change to them was easier.

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We would implement what we felt was a minor change and that was a lesson to us as well.

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No change is minor when it comes to employees, they're changing the way that they do things.

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It's all nature.

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The one business who had gone through multiple changes before were much more flexible, much

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more adaptable, easy to implement most changes.

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The other business was very resistant to change.

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It was very difficult to get them to move off center on any new thing you were trying

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to implement within that business.

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I can recall from an HR perspective, we were implementing wellness initiatives.

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As a part of the wellness initiatives, there was a wellness check and you had to have blood

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work drawn so that they could create a baseline for you that hopefully detect things, more

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serious long-term illnesses, diabetes and all sorts of things.

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It was very effective.

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They actually called some very serious things early on and may have said some lines of the

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process.

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But in the one division that was easy to change, it was no problem.

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They adapted it, embraced it.

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Their implementation rate was very high in terms of the number of employees who signed

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up for the wellness and all that.

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The business that was very resistant to change was just the opposite, their implementation

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or their acceptance or their involvement percentage was very low.

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Their signup percentage for the wellness program was very low.

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It took us about three years in that one business and about three times the effort we put into

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it than the one that's more flexible to get them to the point where they really understood

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the nature of the change.

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They got it and their implementation rate increased.

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I was talking with one of the employees out in the manufacturing area and he had not yet

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signed up for the wellness initiative.

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So I asked him, I said, why won't you sign up?

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Why won't you participate?

401
00:30:14,560 --> 00:30:16,880
It's really a value added.

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It could increase your health longer term and decrease your benefit costs.

403
00:30:22,600 --> 00:30:24,240
That was the other astounding thing.

404
00:30:24,240 --> 00:30:30,760
We were offering very attractive incentives for them to sign up and they were still reluctant

405
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and resistant to signing up.

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So I was like, so why aren't you willing to give it a chance, to give it a shot?

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His response was...

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He was one of those employees who always had issue with everything.

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He always had a problem with everything.

410
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I knew him on a first name basis being in HR.

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But anyway, when I asked him that question, his response was, well, I don't trust the

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company.

413
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Who knows?

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Maybe taking our blood and with DNA and all of that sort of thing, you might be trying

415
00:31:13,800 --> 00:31:16,280
to clone people.

416
00:31:16,280 --> 00:31:19,320
I don't want to be cloned.

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I chuckled and with my warped sense of humor, I said, well, you don't have anything to worry

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about because if we were going to clone employees, we would clone employees with a positive attitude

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and who would embrace the change.

420
00:31:38,400 --> 00:31:42,760
We wouldn't clone the employees who think like you think.

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Now I probably shouldn't have said that, but the employee did get the joke and laughed.

422
00:31:49,920 --> 00:31:50,920
And what happened?

423
00:31:50,920 --> 00:31:56,360
He signed up for the wellness initiative and I found out he had very high blood pressure

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and they put him on a mediation program to help him better control his blood pressure.

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00:32:03,820 --> 00:32:05,840
So he saw almost an immediate benefit.

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Plus he got a reduction in his benefit premiums for participating in the wellness initiative.

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00:32:11,520 --> 00:32:15,320
So again, the warped sense of humor can get you in trouble on occasion, especially when

428
00:32:15,320 --> 00:32:22,080
you're in HR, but he had to look in the mirror and see it and see what he was thinking and

429
00:32:22,080 --> 00:32:29,080
saying and how ridiculous that was to finally say, you know, I'm probably being a little

430
00:32:29,080 --> 00:32:32,960
bit over the top and he actually participated.

431
00:32:32,960 --> 00:32:38,340
And when you get that type of person involved and engaged, guess what?

432
00:32:38,340 --> 00:32:43,940
They talk it up to their other employees and get them involved as well.

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00:32:43,940 --> 00:32:48,560
So number 10 and adaptability and change.

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And so let's go through the list.

435
00:32:50,360 --> 00:32:53,600
10 critical components of workplace culture.

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00:32:53,600 --> 00:33:00,080
And as I mentioned these and I intentionally separate these 10, I don't want you to think

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that they're 10 to stand on their own.

438
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Each of these 10 components are interwoven into each other.

439
00:33:08,960 --> 00:33:09,960
All right.

440
00:33:09,960 --> 00:33:15,320
And so you can't have a positive workplace culture and ignore any of these 10.

441
00:33:15,320 --> 00:33:18,620
You got to address each of these 10 components.

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00:33:18,620 --> 00:33:26,280
So again, the 10 are values and beliefs, vision and mission, your leadership style.

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00:33:26,280 --> 00:33:30,420
And again, when you think of your leadership style, begin to think of it as if people were

444
00:33:30,420 --> 00:33:35,760
describing your organizational leadership style, how would they describe it?

445
00:33:35,760 --> 00:33:40,760
Your means of communication, your processes for communication, your level of employee

446
00:33:40,760 --> 00:33:41,760
engagement.

447
00:33:41,760 --> 00:33:45,680
What are you doing to try to increase the engagement of your employees?

448
00:33:45,680 --> 00:33:47,760
How do you feel about diversity and inclusion?

449
00:33:47,760 --> 00:33:51,380
I mean, you can talk a good game, but are you demonstrating it?

450
00:33:51,380 --> 00:33:57,600
Your work environment, are you maintaining a safe work environment where people feel

451
00:33:57,600 --> 00:34:04,800
that they can contribute their ideas to help the organization be more successful?

452
00:34:04,800 --> 00:34:07,600
What about your organizational rituals and traditions?

453
00:34:07,600 --> 00:34:10,520
Do you take celebration seriously?

454
00:34:10,520 --> 00:34:14,560
Do you take recognition seriously?

455
00:34:14,560 --> 00:34:18,640
And if you don't, what do you need to do different or do better?

456
00:34:18,640 --> 00:34:23,480
More performance management processes, is it really performance management with a carrot

457
00:34:23,480 --> 00:34:28,820
and a stick or is it more performance development where you're focusing on growth and what might

458
00:34:28,820 --> 00:34:33,640
be an obstacle to an individual employee's growth?

459
00:34:33,640 --> 00:34:37,700
And then number 10, finally, adaptability and change.

460
00:34:37,700 --> 00:34:41,240
How adaptable is your organization to change?

461
00:34:41,240 --> 00:34:45,520
How flexible are they with changing conditions and changing needs within your marketplace

462
00:34:45,520 --> 00:34:47,320
and that sort of thing?

463
00:34:47,320 --> 00:34:54,240
So these components interact and intersect to shape the overall culture of your organization.

464
00:34:54,240 --> 00:35:02,460
They influence your employee behavior, they influence your employees attitudes, they influence

465
00:35:02,460 --> 00:35:05,720
your organizational outcomes, your goals.

466
00:35:05,720 --> 00:35:13,040
And actually they can be seen outside your organization and especially in small healthcare

467
00:35:13,040 --> 00:35:18,720
when you're talking about patients, patients' families and the community itself, it's really

468
00:35:18,720 --> 00:35:24,200
important how they view the organization and they can see and they have their own ideas

469
00:35:24,200 --> 00:35:28,280
and perceptions about your organizational culture and how you treat employees.

470
00:35:28,280 --> 00:35:32,960
I mean, think about it, have you ever walked into Walmart or a food store or any place

471
00:35:32,960 --> 00:35:38,080
like that and the employee behind the customer service counter at the cash registers complaining

472
00:35:38,080 --> 00:35:42,960
about their job or complaining about another employee or doing all that stuff?

473
00:35:42,960 --> 00:35:48,520
How did it make you feel about that organization, about the manager or the leader in that organization?

474
00:35:48,520 --> 00:35:50,400
The same could happen in your organization.

475
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How are your nurses talking about your organization?

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What do they say to the patients and the patients' family?

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Are they talking about we?

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This is what we're doing or are they talking about they?

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This is what they're making me do.

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That's a million dollar question, isn't it?

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And if you don't know, you need to know.

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So those are all important for healthcare organizations.

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The strong and positive workplace culture is critical for attracting and retaining top

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talent for driving performance, driving innovation and fostering the success of your organization.

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And with that, I would like to close this episode with a quote.

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And here's the quote.

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And this is by Simon Sinek.

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Corporate culture matters.

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How management chooses to treat its people impacts everything for better or for worse.

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Again, corporate culture matters.

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How management chooses to treat its people impacts everything for better or for worse.

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And that's by Simon Sinek.

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So thank you again for listening.

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I look forward to next week's episode.

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Work hard to be the flagship within your industry.

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Goodbye.

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Thank you for listening to this episode of Be the Flagship with Jeff Parsons.

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We hope you enjoyed it.

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If you did like it, please subscribe and share with others.

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Until next time, take the step to become the flagship in your marketplace.