Creating Culture in a Virtual Environment
These days, “company culture” is a hot topic. Everyone seems to be talking about it, especially business leaders.
And that’s because the U.S. job market continues to be hot — unemployment is down, jobs are being added, and wages are up from this time last year. With the number of job openings nearing an all-time high, it’s clear that people have plenty of choices.
As organizations across the country are competing to hire (and keep) the best talent, they’ve come to realize something we’ve always known: Offering a strong culture is a huge competitive advantage when it comes to recruitment (and retention).
In this day and age, expectations and values have changed. The modern workforce prioritizes things like long-term flexibility and the ability to blend their personal and professional lives without question or judgment. In a Gallup study from earlier this year, 61% of respondents cited work-life balance and better well-being as being “very important” when deciding whether to accept a new job (up 8% from 2015). When explaining the survey results, Gallup asserts that personal freedoms to work when, where and how have become the new way of the workforce. This comes as zero surprise to us.
Companies that are intentional about building a culture where people are engaged and empowered are having their moment. And that’s because their teams are happier, more productive and loyal. So, how does a company go about establishing a healthy culture, especially with people working remotely? We have been a culture-first, virtual-from-the-start organization since we started 12 years ago. Read on for our advice on what leaders should prioritize to create a vibrant, culturally driven workplace.
Make culture-building a priority. Don’t be fooled: Strong cultures don’t just happen. Rather, they are the result of careful attention and planning over time. It takes a great deal of work to establish culture, then maintain it. Leaders must make a commitment to organizational culture by pledging a sufficient budget and resources. Approach, for example, uses an operating system that ensures our core values are clearly at the center of how we run our business, which directly contributes to our culture. Our Engagement + Culture Committee is galvanized to keep our team connected, giving back and having fun. And our leadership team is personally accountable for carrying out our mission of flexibility-first.
Hire the right people. Find individuals whose values align with your company’s and are prepared to thrive in a virtual environment. IRL, that might mean they’ve worked-from-home or independently before, though that shouldn’t be a prerequisite. Bring on candidates who have demonstrated integrity in previous roles and can be trusted to get the job done no matter their location. A high level of trust with your team is the foundation of your culture.
Constantly communicate. This is especially important in today’s remote work environment. When people aren’t under the same roof and don’t have the same opportunities for face-to-face conversations and interactions as the office, you must proactively communicate. This includes regular sharing via multiple channels, from posting on Slack to hosting team video meetings to scheduling in-person meetings to sending company updates both via email and video. Putting information out there and being transparent — things like a quarterly State of the Business, company announcements, client updates and wins, industry news and personal callouts — allows you to fill in the physical gaps with remote touchpoints and keep your team in-the-know. It’s also an opportunity to reinforce your company’s mission and ensure everyone is moving in the same direction. And because communication is a two-way street, be mindful about checking in with people, in formal ways (i.e., scheduled conversations and anonymous surveys) and informal (quick slack check-ins or coffee runs with local colleagues).
Be generous with recognition. Acknowledgement, both public and private, goes a long way. And, for some, it’s more valuable than compensation. When people feel appreciated and understand how they’re directly contributing to the organization’s (or client’s) success, they experience greater levels of satisfaction and motivation. As part of a healthy culture, take the time to spotlight team members for their efforts in front of their peers and during one-on-one conversations. Providing this feedback helps build a culture of positivity, where accomplishments do not go unnoticed — instead, they’re a key momentum-builder. Additionally, recognizing key milestones like work anniversaries and birthdays and rewarding good work (through standalone recognition events or as part of existing team meetings) are cornerstones of a thriving company culture.
Give room to try new things. “Learning” is often named as one of the top benefits that job candidates look for, and companies that provide opportunities for development and growth have reported higher retention. With that in mind, create a culture in which people are encouraged to raise their hands and try something new. If they’re especially green in one area, pair them with more experienced team members at mentors. Approach goes so far as to routinely ask and survey our team on what they’re interested in doing. Our team has the ability to choose clients and projects based on their interests (and availability). To us, it’s never been about slotting someone somewhere — we listen to individuals and understand their mindset, then ensure we’re pairing people with work that excites and challenges them. Organizations also benefit from this approach because they can build a stronger pipeline of talent, offer a broader range of services to clients and develop future leaders.
The corporate world is finally catching on to something we’ve known all along: Culture matters, and it’s a key differentiator between the companies that get ahead and those that fall behind. Provide the team with the autonomy to make decisions for themselves, from setting their own schedules to choosing projects. When we enjoy the work we’re doing, we tend to do it at a higher-level — and want to continue doing it.
At Approach, we’ve been focused on culture from the beginning. This agency was founded by someone who believes (and is proving) that it’s possible to have a big job and a big life. We reject the long-held belief that professionals must check their personal lives at the door in order to get to the top. We recognize that people have priorities outside the office, and our business model accommodates them. Flexibility has always been our norm.
And we’re extremely proud to be pioneers.
Learn more about our people and expertise here.