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Photo by Halacious on Unsplash

Can workplace culture be designed? That’s the question I always get when I tell people what I do for a living. People still think that culture is something that just happens organically.

A recent study by Glassdoor shows that companies with a strong culture outperform the Standard & Poor’s 500 index, delivering almost twice the gain. Glassdoor also declared 2020 as the beginning of a culture-first decade for organizations.

Every company has a culture, either by default or by design. However, successful cultures don’t happen by accident; they are purposefully designed and built. Here’s how:

1. Take a user-centered approach to culture design

Design Thinking revolutionized the way organizations solve problems and develop new products and solutions. …

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Illustration by By Hurca! — Licensed via Adobe Stock

How do you get teams working as well as they used to? How do you deal with issues that are being amplified by virtual distance?

Your culture depends heavily on connection and collaboration. However, the COVID-19 health crisis has forced most people to work remotely without the right preparation. Business as usual is a death sentence; keeping the culture alive while working remotely requires a new approach.

1. Start by Assessing Morale And Emotions

Make it okay for your team members to express how they feel. That people continue doing their jobs doesn’t mean that they are not struggling deep inside.

It’s okay for people to feel anxious, sad, lost, afraid of uncertainty, worried about losing their jobs, or a loved one. The list goes on and on. In the past few weeks, I facilitated tens of online sessions with teams and I observed a common theme: people are grieving. …

Prioritizing is not easy — especially when you must choose between two good alternatives

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Photo by Jon Tyson on Unsplash

Leadership is the art of making choices. Saying ‘yes’ is easy and comfortable, but what we say ‘no’ to defines our success. Great leaders know when to make sacrifices to stay focused.

Imagine taking over a tech company that’s losing money because sales are down. Will you choose to launch more products or cut the innovation pipeline by 70%?

That’s the dilemma Steve Jobs faced when he returned to Apple in 1997. The company’s sales plummeted by 30 percent during the final quarter of 1996. Apple was on the brink of failure.

Steve Jobs would turn around the company he founded, but first, he had to make some tough choices. Jobs reduced the number of Apple products by 70 percent. Among the casualties was the Newton — a favorite of former CEO John Sculley. …


Gustavo Razzetti

I help teams and organizations build fearless cultures. Creator of the Culture Design Canvas. Insights → bit.ly/ChangeInsights

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