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How to Build a Strong Organizational Culture?

Webinar on how an organization can build a strong culture to make itself future ready.

Culture
 — 
10 Min read
 — 
Last Updated on
March 26, 2021

00:24 Hello everybody

00:25 I'm Robert Richmond,

00:57 I guess we can wait for five minutes and

00:59 then we can start then just wait for five minutes attendees tojoin

04:07 Hello everyone hope everyone is

04:10 happy healthy and safe, so

04:14 thanks a lot for joining in today's

04:16 webinar on how an organization can build a strong culture to make itself future ready ( Check here for more details )

04:22 So I'm logging in from India Bangalore and it's 10:30 p.m. almost I just grabbed a coffee and I'm all charged now so before we could

04:32 dive deep into our webinar let me just

04:35 share a couple of housekeeping items

04:37 So this recording is, I mean this session

04:40 will be recorded and it'll be available to you

04:43 after the session, during the webinar

04:46 we'll have a lot of questions from you guys which you the you can either put it on the

04:50 chat or you can put it in the q/a tab there and towards the end of the webinar

04:56 we'll have a q/a session or where we'll try our best to incorporate the

05:01 maximum questions we have

05:03 and then we'll see how it goes so we'll start

05:06 (Naz’s Introduction) Now I'm Naz, I'm an employee engagement specialist

05:10 with Xoxoday. Xoxoday is a SAAS commerce company that helps companies

05:16 build a happy and engaged workforce

05:18 The HRs and CXOs use Xoxoday

05:21 to align motivate and empower employees

05:24 or channel partners to improve

05:26 productivity satisfaction and happiness

05:29 so what I do here is along with keeping our employees at Xoxoday

05:34 engaged I also partner with our clients

05:37 to help them with their initiatives

05:39 of keeping a happy workforce

05:42 So the good news today is, I wouldn't be talking much. I live with that noble act to the man

05:48 himself Robert

05:50 (Robert’s introduction) So Robert is, Robert Richman he's a culture strategist

05:55 and the co-creator of Zappos Insights, an innovative program focused on

06:00 educating companies on the secrets behind Zappos awesome employee culture

06:06 through his work he's been helping a

06:09 lot of major companies to build

06:11 their employee culture like Google, Toyota Eli Lilly and Intuit, interestingly

06:17 he's also pioneered a number of innovative techniques to build around company

06:21 culture like bringing an

06:23 improved comedy to a workplace that's

06:26 something really cool I thought and today the insights

06:30 he'll share will have particularly relevance to us and

06:35 how we gonna structure this entire thing

06:37 is for the next few minutes is

06:39 probably Robert can start with his

06:42 favorite topic company culture a few

06:44 lines and that and then I could ask him a few questions on behalf of the audience

06:49 and from his book. So

06:53 I think uh he'll help us understand more on those topics

06:57 with his insights so over to you

07:00 Robert, I think the stage is all yours

07:06 (Robert Speaking) Thank you Naz, thank you everybody for

07:07 having me here and for staying up so late for this presentation I hope to

07:10 make it absolutely worth your time

07:13 and to have some real game changer ideas and tips

07:17 to help with your culture of course the better your questions the better my

07:21 answers and the more specific your

07:23 questions the more specifically I can

07:25 help you solve your problems

07:27 overall my approach to culture is one

07:29 that is different from a lot of approaches in the sense

07:33 that it's not

07:34 about engagement from the perspective of

07:37 making people happy of trying to do okay what do we do

07:41 for these people and these people in

07:42 this age group and that

07:44 I personally don't believe that works so

07:45 well because you have to keep working at

07:47 it and working at it and working at it

07:49 my approach is much more about how do you create a great game, a great game for people so

07:56 that they are clear they're clear on the

07:58 goal they're clear on the rules

08:00 most importantly they're clear on what would get them

08:03 kicked out that is the highest leverage factor of culture

08:07 is your ability to kick somebody out of the culture because if you don't have that

08:13 then all kinds of bad behaviours get

08:15 tolerated and we can talk a little bit

08:16 about that but your highest, highest leverage

08:19 is what gets you kicked out of the game

08:22 and so building it as a game

08:23 you know when you talk about football or any type of sport

08:27 you don't have to motivate people to

08:29 play it they see it

08:30 and they say either I want to play that

08:32 game or I don't

08:33 and so that's what I see is the

08:35 strongest cultures and there's a lot I

08:37 can say all kinds of things about recruiting

08:39 training innovation leadership how to

08:41 structure games how to work through problems etc we

08:44 can get in as deep as you'd like through

08:46 this through our time together. So I hope you come forth bring your

08:49 frustrations bring your challenges

08:51 and we'll address them

08:56 sure So Robert I think we are up for

08:58 the game So I'll start with the biggest

09:01 question or the important question that what exactly is culture

09:07 and how do we define that I mean is it

09:10 people's attitude or is it a set of beliefs or what exactly is culture because

09:16 different people have different ideas I want to hear it from you that what actually defines culture

09:23 yeah it's it's all those things I mean

09:26 what culture is at its core is the connection between people that usually exists in language so

09:34 culture because culture exists whether

09:36 you're a manufacturing plant or an internet company

09:39 how if culture exists and all those things regardless of the business

09:43 then what culture is, is almost invisible

09:45 it's what exists between people

09:47 so what exists between people are is communication, it's expectations, it's

09:54 what is essentially programming the behaviors of it and at its core it's a feeling you

10:00 walk into a store you walk into anything

10:02 a party a dinner you get a feeling

10:04 and that drives it is the feeling that you're creating

10:08 because you can't deny people's feelings

10:10 you could say we have the best company

10:11 we have this this this and that but if people don't

10:13 feel it what's the point they're not gonna

10:16 they're not gonna really resonate with

10:17 it but that feeling comes a lot out of alignment to me the strongest cult

12:18 (Connection checking) all right till he joins in I have a

12:20 question which says research seems to indicate that post-covid world

12:26 culture takes on new meaning

12:28 oh well I mean uh culture has always been

12:32 an underlining you know a cornerstone of an organization what builds

12:39 an organization culture is the employees

12:43 so when people as Robert said it's the feeling of people working together

12:49 so I think when we all were back in office we had more, we knew exactly what it was

12:56 working in an

12:57 in a culture and organization but

13:00 now with covered and with all of us

13:03 working remote

13:04 the entire definition of culture has changed or

13:08 most of the companies are re-looking

13:10 into what exactly culture is or it's in the run of how can we build

13:16 that culture in organization while staying remote right so

13:20 I think each company has been trying differently

13:23 how we've been trying is we've tried to keep our employees motivated throughout because

13:31 we keep working a lot and we really do not meet I mean we all are social animals we

13:37 need to meet people we need to be

13:39 talking to them

13:40 to know what it feels like working in a

13:42 company and we really do not know that am I doing it right or

13:47 do I need to do more so that's when in our organization we have, you know

13:54 incorporated something like to make it the recognition rich culture where

13:59 we take care of every you know every effort that an employee puts in so

14:06 we try to do it by keeping an appreciation week or

14:10 we try to you know thank every small contribution of an

14:14 employee so different companies write

14:16 the different way

14:18 so this is how we've been doing and

14:20 we have Robert back in action so I think

14:22 I’ll leave the talking to him

14:24 so Robert I was saying thank you, (Robert Speaking) I

14:25 apologize something happened with my

14:27 network connection here I apologize

14:28 it's okay, great so I,I think I said something last and I think

14:33 I didn't hear the, the questions coming up or where you'd like togo next

14:37 yes so I was just talking about

14:39 culture and I think you would almost finish that and then I’ll give you the next question

14:43 so Robert you were speaking about culture

14:46 and why should we really build a culture in an organization

16:00 (Robert’s answer) what's it being driven by (Naz speaking) so you do have a vast experience of consulting and working with

16:08 various organizations do you remember or do you have

16:11 some prominent examples on how this has been for certain companies

16:18 of how they have built and what they have seen

16:22 (Robert’s answer) sure I mean whole foods has been values

16:57 (Naz speaking) sure so where does one really start Robert. I mean is it the vision is it the mission is it the values mean all of this seems to be quite big even

17:09 if it's for a startup or a mature organization vision mission values is something we keep hearing

17:16 but where do we start exactly and what exactly is the starting point

17:20 and how to tackle that (Robert’s answer) yeah the first

17:23 starting point especially if you're in

17:24 an organization that is already running is where is their pain where is their frustration

really frustrated like you might be getting

companies have 20 different goals

20:22 (Naz speaking) so I mean, how do we make them realize

20:25 that co-creation is really important

20:28 towards the journey of success

20:31 (Robert’s answer) you don't make them realize anything you

21:35 (Naz speaking) So when you know you're ready to hire to fire and buy the culture and values

21:43 when do you know what yeah when do you know that you're ready to hire

21:47 or fire someone or sticking on to our values and culture

21:52 when you've you have to decide that for yourself you have to

21:55 you know figure out what are those things like I mean if there is

21:59 an employee who's extremely you know

22:01 good at his work say for he brings in

22:03 the best sales numbers but there is some element of his which

22:08 you know is not very appealing to the rest of the members probably the rest of the members

22:12 are not as great performer as this particular person but

22:16 What do you suggest in such a scenario well

22:22 (Robert’s answer) At first there's a coaching conversation

24:52 (Naz speaking) Sure um now how does one manage change when we see say for an

25:00 organization they have realized what's gone wrong or

25:03 they are very sad that we this is the way we are going to function

25:07 and this is our values and uh

25:10 how do they manage this change and what

25:13 is some of the best practices in hacker versus best practices

25:18 (Robert’s answer) Well for change it's a process I use

26:48 (Naz speaking) Sure so safer if somebody

26:52 really wants to hire since you were

26:54 mentioning that it's all about hiring and firing

26:57 How do we know this is the right guy for us? I mean is there anything that

27:03 we can analyze an interview

27:06 or process is a very little time to judge somebody

27:10 that's why most of the time companies

27:12 you know don't get the right hire so what do you think is the

27:15 best way to get to know if they really would fit into our culture

27:20 (Robert’s answer) You got to ask questions in alignment

28:20 (Naz speaking) So if I may ask

28:23 Do you remember anything interesting at Zappos when you were trying to

28:27 or you know hire somebody based on values

28:32 (Robert’s answer) Not me personally because I, I was

29:08 (Naz speaking) So what really kills corporate

29:12 (Robert’s answer) Culture what kills culture

31:36 (Naz speaking) Could you give some examples of some small or mid-sized companies (Check out some strategies to improve corporate activities)

31:42 or businesses who focused on culture and

31:46 then they succeeded like you know this question is primarily for

31:51 a lot of startups who are really struggling in to get

31:54 that culture because with the startup

31:57 I mean there's a feeling or there's a culture that's built that

32:03 it's an open culture

32:04 What actually is an open culture

32:08 (Robert’s answer) Well the thing with the startup is that

33:38 (Naz speaking) Can you recall during a consulting

33:41 experience? Was there any experience

33:43 where it was a very difficult time for you

33:48 as well as the people you were working with

33:51 to change something or something like that

33:55 (Robert’s answer) Yeah I mean change, change in general is

34:50 (Naz speaking) So where do you think is the most

34:52 difficult you know area is it, the leaders, or is it the

34:56 the, the executive level or where

35:00 exactly is the change difficult

35:04 (Robert’s answer) it's difficult for anybody who's not

36:43 (Reading out audience’s questions)

37:10 (Robert speaking) Sure okay so a question from Cole is any

37:13 process where negativity is overwhelming

37:15 is not generally appreciated how do you hack

37:18 (Answer to Cole’s question) that the way that you hack it is like…..

38:38 (Next Question) How do we become a digital company

44:42 (Naz Speaking) Yes, I do have a question this is

44:45 from Manoj Agarwal

44:47 (Question by Manoj Agrawal- Co-Founder of Xoxoday) A culture in companies comes much

44:50 later in an individual's life an

44:53 individual's value system is built right

44:55 from the childhood and his education how in such cases do

45:00 companies drive it in the right values behavior and then hence culture because

45:06 the organization can't really change the value and culture

45:10 you've lived for your initial 20 years of life

45:16 (Robert’s answer) I'm I'm trying I'm struggling to…….

47:02 (Next Question) So postcode I think the term culture is becoming more prominent now

47:08 it was always there I mean companies

47:10 believed it and they practiced it

47:12 but now with people working remote more

47:15 and more companies are realising that we

47:17 need to do something to keep our remote culture alive

47:21 what are your thoughts on that how do companies continue

47:24 to stay on you know on the right track

47:27 while maintaining the culture

47:28 during these times (Robert’s answer) yeah, it's a really

47:32 hard change to deal with again I I'm like a broken record player…..

49:28 (Naz Speaking) You do sound like you are in some sort

49:30 of show and you're going to do something

49:33 (Robert speaking) Well did you notice I just changed the microphone

49:35 (Naz Speaking) yes I did I did

49:37 (Robert speaking) Right, so now I'm I'm using the, the computer microphone

49:41 which is more louder

49:47 now how does this sound compared to that

49:49 you're talking more closer

49:52 yes so I recommend everybody get this

49:55 to create closeness in the culture when

49:58 you don't, it's hard to hear you it's hard to

50:01 connect with you so use technology to your advantage

50:06 get a great microphone and get everybody

50:08 a great microphone

50:09 so that they can all connect deeper and…….

50:38 (Naz Speaking) So say for I mean we know that

50:42 we all are working remote and work doesn't seem to happen like

50:46 how it was working earlier so it's somewhere

50:49 you know bringing the monotonous you know work

50:52 pattern and people not being able to you know

50:56 enjoy the celebrations or they're not able to

50:59 they're not getting recognized what do

51:02 you say how much does all of this play in

51:05 building that culture

51:06 (Robert’s answer) it varies per culture…..

53:23 sure I think that that's that's quite a great tip to

53:26 try it different than what we've been

53:28 doing so that we don't

53:30 comment about monotonous work getting monotonous

53:33 so I think we'll try that too right so

53:37 we have a Mukul is asking is there a new

53:40 book that you're writing

53:41 (Robert’s answer) I'm working on a book called the 48 hour day…..

53:59 (Naz Speaking) Sure we're looking forward to that so I

54:02 think we have a few minutes before we

54:04 end the webinar. Is there any more questions from…

54:18 (Last Question) So Robert we do often see that

54:21 you know companies might shift the values or the mission

54:25 or the vision so how do they incorporate the change to people

54:30 for whatever reason they would have thought that

54:33 this is not the value that will be going forward and for the employees it's a

54:37 sudden change of what they've been driving towards and

54:41 what it will be from now on

54:43 There are companies who change their values or mission or vision atone point of time they think

54:51 so far what we were doing that was not

54:53 the right way we would want to try it

54:55 from now on like this so for the

54:57 employees it's a sudden switch right

55:00 what they've been working towards and from today we'll be doing this so do you think that approach

55:05 is right and if it's right how do we put that in the correct way

55:12 (Robert’s answer) Same answer I'm gonna keep saying that…..

56:01 Sure so yeah so I think you've pretty much told us and

56:06 (Key takeaways) the key takeaways are that

Check out our ebook on rich organisational culture

                                

 

 

00:24 Hello everybody

00:25 I'm Robert Richmond,

00:57 I guess we can wait for five minutes and

00:59 then we can start then just wait for five minutes attendees tojoin

04:07 Hello everyone hope everyone is

04:10 happy healthy and safe, so

04:14 thanks a lot for joining in today's

04:16 webinar on how an organization can build a strong culture to make itself future ready ( Check here for more details )

04:22 So I'm logging in from India Bangalore and it's 10:30 p.m. almost I just grabbed a coffee and I'm all charged now so before we could

04:32 dive deep into our webinar let me just

04:35 share a couple of housekeeping items

04:37 So this recording is, I mean this session

04:40 will be recorded and it'll be available to you

04:43 after the session, during the webinar

04:46 we'll have a lot of questions from you guys which you the you can either put it on the

04:50 chat or you can put it in the q/a tab there and towards the end of the webinar

04:56 we'll have a q/a session or where we'll try our best to incorporate the

05:01 maximum questions we have

05:03 and then we'll see how it goes so we'll start

05:06 (Naz�??s Introduction) Now I'm Naz, I'm an employee engagement specialist

05:10 with Xoxoday. Xoxoday is a SAAS commerce company that helps companies

05:16 build a happy and engaged workforce

05:18 The HRs and CXOs use Xoxoday

05:21 to align motivate and empower employees

05:24 or channel partners to improve

05:26 productivity satisfaction and happiness

05:29 so what I do here is along with keeping our employees at Xoxoday

05:34 engaged I also partner with our clients

05:37 to help them with their initiatives

05:39 of keeping a happy workforce

05:42 So the good news today is, I wouldn't be talking much. I live with that noble act to the man

05:48 himself Robert

05:50 (Robert�??s introduction) So Robert is, Robert Richman he's a culture strategist

05:55 and the co-creator of Zappos Insights, an innovative program focused on

06:00 educating companies on the secrets behind Zappos awesome employee culture

06:06 through his work he's been helping a

06:09 lot of major companies to build

06:11 their employee culture like Google, Toyota Eli Lilly and Intuit, interestingly

06:17 he's also pioneered a number of innovative techniques to build around company

06:21 culture like bringing an

06:23 improved comedy to a workplace that's

06:26 something really cool I thought and today the insights

06:30 he'll share will have particularly relevance to us and

06:35 how we gonna structure this entire thing

06:37 is for the next few minutes is

06:39 probably Robert can start with his

06:42 favorite topic company culture a few

06:44 lines and that and then I could ask him a few questions on behalf of the audience

06:49 and from his book. So

06:53 I think uh he'll help us understand more on those topics

06:57 with his insights so over to you

07:00 Robert, I think the stage is all yours

07:06 (Robert Speaking) Thank you Naz, thank you everybody for

07:07 having me here and for staying up so late for this presentation I hope to

07:10 make it absolutely worth your time

07:13 and to have some real game changer ideas and tips

07:17 to help with your culture of course the better your questions the better my

07:21 answers and the more specific your

07:23 questions the more specifically I can

07:25 help you solve your problems

07:27 overall my approach to culture is one

07:29 that is different from a lot of approaches in the sense

07:33 that it's not

07:34 about engagement from the perspective of

07:37 making people happy of trying to do okay what do we do

07:41 for these people and these people in

07:42 this age group and that

07:44 I personally don't believe that works so

07:45 well because you have to keep working at

07:47 it and working at it and working at it

07:49 my approach is much more about how do you create a great game, a great game for people so

07:56 that they are clear they're clear on the

07:58 goal they're clear on the rules

08:00 most importantly they're clear on what would get them

08:03 kicked out that is the highest leverage factor of culture

08:07 is your ability to kick somebody out of the culture because if you don't have that

08:13 then all kinds of bad behaviours get

08:15 tolerated and we can talk a little bit

08:16 about that but your highest, highest leverage

08:19 is what gets you kicked out of the game

08:22 and so building it as a game

08:23 you know when you talk about football or any type of sport

08:27 you don't have to motivate people to

08:29 play it they see it

08:30 and they say either I want to play that

08:32 game or I don't

08:33 and so that's what I see is the

08:35 strongest cultures and there's a lot I

08:37 can say all kinds of things about recruiting

08:39 training innovation leadership how to

08:41 structure games how to work through problems etc we

08:44 can get in as deep as you'd like through

08:46 this through our time together. So I hope you come forth bring your

08:49 frustrations bring your challenges

08:51 and we'll address them

08:56 sure So Robert I think we are up for

08:58 the game So I'll start with the biggest

09:01 question or the important question that what exactly is culture

09:07 and how do we define that I mean is it

09:10 people's attitude or is it a set of beliefs or what exactly is culture because

09:16 different people have different ideas I want to hear it from you that what actually defines culture

09:23 yeah it's it's all those things I mean

09:26 what culture is at its core is the connection between people that usually exists in language so

09:34 culture because culture exists whether

09:36 you're a manufacturing plant or an internet company

09:39 how if culture exists and all those things regardless of the business

09:43 then what culture is, is almost invisible

09:45 it's what exists between people

09:47 so what exists between people are is communication, it's expectations, it's

09:54 what is essentially programming the behaviors of it and at its core it's a feeling you

10:00 walk into a store you walk into anything

10:02 a party a dinner you get a feeling

10:04 and that drives it is the feeling that you're creating

10:08 because you can't deny people's feelings

10:10 you could say we have the best company

10:11 we have this this this and that but if people don't

10:13 feel it what's the point they're not gonna

10:16 they're not gonna really resonate with

10:17 it but that feeling comes a lot out of alignment to me the strongest cult

12:18 (Connection checking) all right till he joins in I have a

12:20 question which says research seems to indicate that post-covid world

12:26 culture takes on new meaning

12:28 oh well I mean uh culture has always been

12:32 an underlining you know a cornerstone of an organization what builds

12:39 an organization culture is the employees

12:43 so when people as Robert said it's the feeling of people working together

12:49 so I think when we all were back in office we had more, we knew exactly what it was

12:56 working in an

12:57 in a culture and organization but

13:00 now with covered and with all of us

13:03 working remote

13:04 the entire definition of culture has changed or

13:08 most of the companies are re-looking

13:10 into what exactly culture is or it's in the run of how can we build

13:16 that culture in organization while staying remote right so

13:20 I think each company has been trying differently

13:23 how we've been trying is we've tried to keep our employees motivated throughout because

13:31 we keep working a lot and we really do not meet I mean we all are social animals we

13:37 need to meet people we need to be

13:39 talking to them

13:40 to know what it feels like working in a

13:42 company and we really do not know that am I doing it right or

13:47 do I need to do more so that's when in our organization we have, you know

13:54 incorporated something like to make it the recognition rich culture where

13:59 we take care of every you know every effort that an employee puts in so

14:06 we try to do it by keeping an appreciation week or

14:10 we try to you know thank every small contribution of an

14:14 employee so different companies write

14:16 the different way

14:18 so this is how we've been doing and

14:20 we have Robert back in action so I think

14:22 I�??ll leave the talking to him

14:24 so Robert I was saying thank you, (Robert Speaking) I

14:25 apologize something happened with my

14:27 network connection here I apologize

14:28 it's okay, great so I,I think I said something last and I think

14:33 I didn't hear the, the questions coming up or where you'd like togo next

14:37 yes so I was just talking about

14:39 culture and I think you would almost finish that and then I�??ll give you the next question

14:43 so Robert you were speaking about culture

14:46 and why should we really build a culture in an organization

16:00 (Robert�??s answer) what's it being driven by (Naz speaking) so you do have a vast experience of consulting and working with

16:08 various organizations do you remember or do you have

16:11 some prominent examples on how this has been for certain companies

16:18 of how they have built and what they have seen

16:22 (Robert�??s answer) sure I mean whole foods has been values

16:57 (Naz speaking) sure so where does one really start Robert. I mean is it the vision is it the mission is it the values mean all of this seems to be quite big even

17:09 if it's for a startup or a mature organization vision mission values is something we keep hearing

17:16 but where do we start exactly and what exactly is the starting point

17:20 and how to tackle that (Robert�??s answer) yeah the first

17:23 starting point especially if you're in

17:24 an organization that is already running is where is their pain where is their frustration

really frustrated like you might be getting

companies have 20 different goals

20:22 (Naz speaking) so I mean, how do we make them realize

20:25 that co-creation is really important

20:28 towards the journey of success

20:31 (Robert�??s answer) you don't make them realize anything you

21:35 (Naz speaking) So when you know you're ready to hire to fire and buy the culture and values

21:43 when do you know what yeah when do you know that you're ready to hire

21:47 or fire someone or sticking on to our values and culture

21:52 when you've you have to decide that for yourself you have to

21:55 you know figure out what are those things like I mean if there is

21:59 an employee who's extremely you know

22:01 good at his work say for he brings in

22:03 the best sales numbers but there is some element of his which

22:08 you know is not very appealing to the rest of the members probably the rest of the members

22:12 are not as great performer as this particular person but

22:16 What do you suggest in such a scenario well

22:22 (Robert�??s answer) At first there's a coaching conversation

24:52 (Naz speaking) Sure um now how does one manage change when we see say for an

25:00 organization they have realized what's gone wrong or

25:03 they are very sad that we this is the way we are going to function

25:07 and this is our values and uh

25:10 how do they manage this change and what

25:13 is some of the best practices in hacker versus best practices

25:18 (Robert�??s answer) Well for change it's a process I use

26:48 (Naz speaking) Sure so safer if somebody

26:52 really wants to hire since you were

26:54 mentioning that it's all about hiring and firing

26:57 How do we know this is the right guy for us? I mean is there anything that

27:03 we can analyze an interview

27:06 or process is a very little time to judge somebody

27:10 that's why most of the time companies

27:12 you know don't get the right hire so what do you think is the

27:15 best way to get to know if they really would fit into our culture

27:20 (Robert�??s answer) You got to ask questions in alignment

28:20 (Naz speaking) So if I may ask

28:23 Do you remember anything interesting at Zappos when you were trying to

28:27 or you know hire somebody based on values

28:32 (Robert�??s answer) Not me personally because I, I was

29:08 (Naz speaking) So what really kills corporate

29:12 (Robert�??s answer) Culture what kills culture

31:36 (Naz speaking) Could you give some examples of some small or mid-sized companies (Check out some strategies to improve corporate activities)

31:42 or businesses who focused on culture and

31:46 then they succeeded like you know this question is primarily for

31:51 a lot of startups who are really struggling in to get

31:54 that culture because with the startup

31:57 I mean there's a feeling or there's a culture that's built that

32:03 it's an open culture

32:04 What actually is an open culture

32:08 (Robert�??s answer) Well the thing with the startup is that

33:38 (Naz speaking) Can you recall during a consulting

33:41 experience? Was there any experience

33:43 where it was a very difficult time for you

33:48 as well as the people you were working with

33:51 to change something or something like that

33:55 (Robert�??s answer) Yeah I mean change, change in general is

34:50 (Naz speaking) So where do you think is the most

34:52 difficult you know area is it, the leaders, or is it the

34:56 the, the executive level or where

35:00 exactly is the change difficult

35:04 (Robert�??s answer) it's difficult for anybody who's not

36:43 (Reading out audience�??s questions)

37:10 (Robert speaking) Sure okay so a question from Cole is any

37:13 process where negativity is overwhelming

37:15 is not generally appreciated how do you hack

37:18 (Answer to Cole�??s question) that the way that you hack it is like�??..

38:38 (Next Question) How do we become a digital company

44:42 (Naz Speaking) Yes, I do have a question this is

44:45 from Manoj Agarwal

44:47 (Question by Manoj Agrawal- Co-Founder of Xoxoday) A culture in companies comes much

44:50 later in an individual's life an

44:53 individual's value system is built right

44:55 from the childhood and his education how in such cases do

45:00 companies drive it in the right values behavior and then hence culture because

45:06 the organization can't really change the value and culture

45:10 you've lived for your initial 20 years of life

45:16 (Robert�??s answer) I'm I'm trying I'm struggling to�??�??.

47:02 (Next Question) So postcode I think the term culture is becoming more prominent now

47:08 it was always there I mean companies

47:10 believed it and they practiced it

47:12 but now with people working remote more

47:15 and more companies are realising that we

47:17 need to do something to keep our remote culture alive

47:21 what are your thoughts on that how do companies continue

47:24 to stay on you know on the right track

47:27 while maintaining the culture

47:28 during these times (Robert�??s answer) yeah, it's a really

47:32 hard change to deal with again I I'm like a broken record player�??..

49:28 (Naz Speaking) You do sound like you are in some sort

49:30 of show and you're going to do something

49:33 (Robert speaking) Well did you notice I just changed the microphone

49:35 (Naz Speaking) yes I did I did

49:37 (Robert speaking) Right, so now I'm I'm using the, the computer microphone

49:41 which is more louder

49:47 now how does this sound compared to that

49:49 you're talking more closer

49:52 yes so I recommend everybody get this

49:55 to create closeness in the culture when

49:58 you don't, it's hard to hear you it's hard to

50:01 connect with you so use technology to your advantage

50:06 get a great microphone and get everybody

50:08 a great microphone

50:09 so that they can all connect deeper and�??�??.

50:38 (Naz Speaking) So say for I mean we know that

50:42 we all are working remote and work doesn't seem to happen like

50:46 how it was working earlier so it's somewhere

50:49 you know bringing the monotonous you know work

50:52 pattern and people not being able to you know

50:56 enjoy the celebrations or they're not able to

50:59 they're not getting recognized what do

51:02 you say how much does all of this play in

51:05 building that culture

51:06 (Robert�??s answer) it varies per culture�??..

53:23 sure I think that that's that's quite a great tip to

53:26 try it different than what we've been

53:28 doing so that we don't

53:30 comment about monotonous work getting monotonous

53:33 so I think we'll try that too right so

53:37 we have a Mukul is asking is there a new

53:40 book that you're writing

53:41 (Robert�??s answer) I'm working on a book called the 48 hour day�??..

53:59 (Naz Speaking) Sure we're looking forward to that so I

54:02 think we have a few minutes before we

54:04 end the webinar. Is there any more questions from�??

54:18 (Last Question) So Robert we do often see that

54:21 you know companies might shift the values or the mission

54:25 or the vision so how do they incorporate the change to people

54:30 for whatever reason they would have thought that

54:33 this is not the value that will be going forward and for the employees it's a

54:37 sudden change of what they've been driving towards and

54:41 what it will be from now on

54:43 There are companies who change their values or mission or vision atone point of time they think

54:51 so far what we were doing that was not

54:53 the right way we would want to try it

54:55 from now on like this so for the

54:57 employees it's a sudden switch right

55:00 what they've been working towards and from today we'll be doing this so do you think that approach

55:05 is right and if it's right how do we put that in the correct way

55:12 (Robert�??s answer) Same answer I'm gonna keep saying that�??..

56:01 Sure so yeah so I think you've pretty much told us and

56:06 (Key takeaways) the key takeaways are that

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