Three C's to support employees and maintain culture in uncertain times
We’re not great with unknowns, us humans. As a particularly anxious person, myself, getting comfortable with the reality that life is, and always will be, full of uncertainties … well, that’s forever, day-in-day-out work.
I say “work” because it’s possible. To get comfortable in the unknown, I mean. Usually, though, we need a little help: tools, community, structure, education. But we absolutely can build systems that support us in putting one foot in front of the other despite the lack of a clear path.
This applies at an individual level and it applies at an organizational level.
In today’s macro-climate, where the economy is uncertain, job security is uncertain, where and how we work is uncertain, marginalized people’s access to rights and safety is uncertain—it’s important to consider how we’re supporting individual employees and building organizational resilience to help our teams stay connected, nourished, and motivated despite uncertainty.
In a recent webinar, our friends at Culture Amp shared that companies going through change (things like a reduction in force, a merger or acquisition, a change in key leadership, etc.) score significantly lower than the benchmark on things like employee “present and future commitment”, “pride”, “recommendation” and—the worst performer—“motivation”.
And real talk: Many of us are in organizations that are going through change right now. That change exacerbates employees’ sense of uncertainty in an already uncertain world, which, as the data shows, can massively impact motivation and performance.
How, then, do we build and maintain company cultures that support employee thriving, motivation, and performance, regardless of change and uncertainty?
Based on conversations with HR and people leaders, as well as what we’ve seen work in our clients’ organizations and our own, I think it really comes down to three C’s (alliteration is such a joy):
Consistency: Whether you’re running a suite of employee support and culture-building programs, or just getting started with one or two initiatives, make sure you’re able to show up consistently. Automate systems where you can, embed new program touch points into existing (effective) company touch points, and—most importantly—do what you say you’re going to do. Simple systems support consistency; consistency creates a sense of security; that sense of security gives us a foothold when everything else is out of whack.
Communication: A critical companion to consistency, clear communication supports a culture of trust and resilience. Too often, organizations funnel resources into external communication (communicating thoughtfully with customers and communities) but neglect internal communication. But strong internal communication can alleviate employees’ doubts and fears by helping them understand key business decisions, set their own expectations, and feel like they’re in the loop. This, like consistency, creates a sense of stability, which allows people to show up and perform.
Connection: When it comes to culture-building programs and efforts, connect the dots wherever possible so you’re developing an ecosystem rather than fractured initiatives. For example, where do your core company values show up? (Hint: They should, ideally, show up in many places, across many cultural programs.) Values are a great mechanism to tie your efforts to a greater, unifying purpose. When you rally around core values in a real way, you can keep your programs aligned and focused and you can remind employees why they choose to work at your organization.
Life and work are full of uncertainties, unknowns. But with intention and collaboration, we can build company cultures that empower our people and our organizations to keep moving forward, come what may.
Natasha Wahid
Director of Content at Blueboard