It was Q2.
In “Employment Rage”, Howard Adamsky wrote, “Corporate America is not human.” If this is so, does culture really matter?
My answer: It’s not human, but we are and we drive the culture. Top down, sideways, bottom up.
So yes, it does matter.
Sure there were many other responses much brighter than mine (you can read the transcript here), but it’s not the fact corporate America is inhuman or the fact we can overcome workplace culture fatigue in general that bothers me, it’s the fact that we still fight the work/life integration, regardless of how much we discuss the opposite.
Matt wrote yesterday in the #TChat preview:
After all, it’s culture that defines the best (and the worst) places to work…For HR professionals, Recruiters and Executive Leadership, culture is often a top down directive, but the employees are on the front lines, truly defining a corporate culture and create its impact. Culture’s a lot like meetings and memos: it’s an inescapable, and inevitable, part of the employee (and candidate) experience.
Culture’s a lot like meetings and memos: it’s an inescapable, and inevitable, part of the employee (and candidate) experience.
And at times is sheer joy and fluffy rainbows, while at other times is complete and utter hell.
Like life. It’s inescapable. I wouldn’t want it any other way. Which brings me to my point.
I read an article in Fortune recently (and I can’t seem to find it again online or I would’ve linked it) on how detrimental it is for managers to be friends with their staff. Or to be friends at all with anyone at work.
I’ve heard the arguments before. I’ve made the same mistakes before. But workplace culture is the magic mess we make at home, in the car, in the office, on the phone, with our bosses, with our colleagues, with our customers, with our competitors —
We succeed at work. We fail. We fall in love at work. We breakdown. We lift each other up at work. We rip each other a new a-hole.
Just like in life. With all the talk of work/life integration the workplace itself really would prefer to keep a sterile separation. But that’s impossible.
Businesses will come and go. Social communities will come and go.
What makes them come alive with culture and commerce is us.
Don’t tell me that doesn’t generate shareholder value.
Here were last night’s questions
- Q1: In 3 words, describe the culture of your current/recent employer; was it the culture that lured you there or that drove you away?
- Q2: In “Employment Rage”, Howard Adamsky wrote, “Corporate America is not human.” If this is so, does culture really matter?
- Q3: What is your definition of “office politics” and how does it impact hiring and retention?
- Q4: What tools does your company use to assess “fit” during recruiting; how do these “track” to your culture?
- Q5: What should CEOs be doing to create and lead a culture that generates shareholder value and what is this “value”?
- Q6: What should all employees be doing to develop a culture that generates shareholder value?
- Q7: How would you conduct a workplace culture audit? How often should this be repeated?
Top Contributors:
- @talentculture – 223
- @meghanmbiro – 118
- @KevinWGrossman – 105
- @LevyRecruits – 92
- @IanMondrow – 89
- @ValueIntoWords – 81
- @dawnrasmussen – 79
- @DinoDinosaur1 – 66
- @sbrownehr – 52
- @tfklass – 44
Love what you do and work hard every day. And the other way around too.
A very special thank you to Meghan M. Biro (a.k.a. Culture Queen), Steve Levy (a.k.a. Captain Rainbow Fluffy), Matt Charney (a.k.a. Information Superhero), @monster_works, @MonsterWW, everyone else from the TalentCulture Community and all the #TChat participants.
For without them, there is no culture.
See you next week for #TChat! Next topic coming soon…
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