Post by account_disabled on Mar 5, 2024 0:45:55 GMT -5
As we have specified in other articles, actions are the levers that drive and activate business culture. Therefore, after defining a shared culture model between the organization and the people who are part of it, we must activate it. shared culture model between the organization and people How we will manage to transfer the fit between company culture and team culture requires deep reflection. But it takes even more time to decide how we will activate this union of cultures once both are integrated. That is the way to jointly make a shared culture a reality. Building a shared culture requires identifying diverse types of people in the organization The first step will be to understand how many types of users we relate to in the organization. Each of them must encompass a large group of people with similar motivations, objectives and ways of working. They will be differentiated based on various aspects, such as: Work environment and safety: What environment do you expect or look for in the organization? Do they promote integrative practices? Are they leaders or followers? Colleagues: What is your level of interpersonal relationship.
Are they extroverted or introverted? Do they work as a team or are they more individualistic? Work-life balance: Do you separate the work and personal world, or do you focus on work-life balance? Relationship with superiors: Is your relationship positive and constructive, or do you see your superiors as a threat? Freedom / Proactivity: Do they demand freedom to propose and act based on their principles? Do they fit your “job description” and are they not looking to go further? Training and development: Do you see work as an opportunity for personal and professional development? Do they demand training benefits while they work? Development of personal initiatives: Are you looking for a fit between work and personal Industry Email List initiatives? Do they go beyond their work to propose initiatives that improve the overall performance of the company? Social benefits: Do they choose an organization based, among other things, on its social and environmental intervention and impact? Do they promote responsible actions within the company? Once we understand the different types of people that make up the organizational culture, we can create specialized itineraries for each one. Building a shared culture requires tracing itineraries adapted to each type of person.
Just as these types of people do not have an identical experience in the organization, we cannot treat them in the same way. Through an adapted itinerary we will create various types of relationships. This relationship will be designed and mapped according to large phases and specific moments in each phase, which will allow little by little to deepen the degree of shared culture that the person lives. At the same time, at every moment and through specific points of contact, the organization contributes to achieving its perceptions, needs and objectives. shared culture journey With the shared business culture we fundamentally pursue three objectives: Integration: Align, from a personalized point of view, the different roles and objectives. Make all people “live the company” from their individual plot. Development: Drive the team from various territories, to facilitate optimal personal and professional development that reinforces the sense of purpose of each employee. Value contribution: When the culture is truly shared and lived, the team will have the will and capabilities to give their best in favor of the organization.
Are they extroverted or introverted? Do they work as a team or are they more individualistic? Work-life balance: Do you separate the work and personal world, or do you focus on work-life balance? Relationship with superiors: Is your relationship positive and constructive, or do you see your superiors as a threat? Freedom / Proactivity: Do they demand freedom to propose and act based on their principles? Do they fit your “job description” and are they not looking to go further? Training and development: Do you see work as an opportunity for personal and professional development? Do they demand training benefits while they work? Development of personal initiatives: Are you looking for a fit between work and personal Industry Email List initiatives? Do they go beyond their work to propose initiatives that improve the overall performance of the company? Social benefits: Do they choose an organization based, among other things, on its social and environmental intervention and impact? Do they promote responsible actions within the company? Once we understand the different types of people that make up the organizational culture, we can create specialized itineraries for each one. Building a shared culture requires tracing itineraries adapted to each type of person.
Just as these types of people do not have an identical experience in the organization, we cannot treat them in the same way. Through an adapted itinerary we will create various types of relationships. This relationship will be designed and mapped according to large phases and specific moments in each phase, which will allow little by little to deepen the degree of shared culture that the person lives. At the same time, at every moment and through specific points of contact, the organization contributes to achieving its perceptions, needs and objectives. shared culture journey With the shared business culture we fundamentally pursue three objectives: Integration: Align, from a personalized point of view, the different roles and objectives. Make all people “live the company” from their individual plot. Development: Drive the team from various territories, to facilitate optimal personal and professional development that reinforces the sense of purpose of each employee. Value contribution: When the culture is truly shared and lived, the team will have the will and capabilities to give their best in favor of the organization.