How leaders create a culture of purpose

Customer Service - Venn Diagram

Recent study from the annual Deloitte Core Beliefs and Culture Survey indicate several common grounds for both employees and leaders.

According to the study, both employees and leaders agree that businesses do not do enough to instill in their culture a sense of purpose aimed at making a meaningful impact. In addition, the study revealed that 94% of executive leaders and 88% of employees believe a distinct workplace culture is important to business success.

So how can leaders and companies create a better sense of purpose in their organizations? I propose three best practices that can help leaders create a culture of purpose:

Leaders need to communicate core values and beliefs

When considering which factors significantly contribute to a company’s success, a considerably higher percentage of leaders identified “a clearly defined business strategy” (76%) rather than “clearly defined and communicated core values and beliefs” (62%). Translation: Leaders are more focused on company’s strategy than focusing on communicating core values and beliefs.

Leaders need to re-think their organization’s culture to articulate values and core beliefs that distinguish them from the competition. Strategy is important to compete in the market place but so is culture. Culture can win more customers and re-energize more employees to perform at a higher level.

Great leaders take the time on a daily basis to have conversations about the company values and beliefs. Leading a culture with purpose is about connecting the message and the messenger to the culture. People want to feel connected to the overall mission, values and sustain positive relationships with their customers.

Exceptional organizations create and sustain a culture that engages and motivates their employees.

Leaders must focus on the intangible elements of culture-building

To be an exceptional organization, companies and leaders must focus on the intangible elements of culture-building. Employees rank intangible elements such as regular and candid conversations (50%), employee recognition (49%), and access to management/leadership development (47%) highest.

To create a better employee engagement, leaders need to have better dialogue with their employees and explore ways to keep employees engaged and connected. Connections between leaders and employees create value in today’s economy.

The connection economy rewards the leaderthe person that nurtures and cultivates relationships. Those relationships are the critical intangibles that set companies apart from their competition. A relationship that fosters innovation and forward thinking has the potential to create a better experience for their customers.

At the end of each day, all we have left are memories.

As a leader do you leave positive lasting memories with your team and customers?

Leaders must walk the talk

Leaders that sustain a culture of purpose understand the correlation of articulating an inspiring vision and walking the talk of those values in their daily actions. One great company that I know demonstrate that is the Ritz Carlton Hotels. They have daily line ups with their employees to hone the service essentials of their culture, but they also demonstrate and share personal service WOW stories about how they elevated the guest experiences.

Leaders not only tell but they DO and BE the stories they share.

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