Good company culture is a whole lot more than just cookies, donuts or pizza in the break room. In fact, it may best be defined by how employees experience each other and how the organization shows up for employees.
That is, according to Jason Hood, chief experience officer at Scottsdale, Ariz.-based Cyber Technology Group, who led a session on the topic of culture at HTSA’s recently concluded Fall Conference.
“To me, culture is about creating an environment where people can figure things out together without pointing fingers and without judgement,” Hood says. “It’s a place where people can figure it out together.”
Quoting Bill Marklein, the founder of Culture Crossing, Hood also defines culture as how people feel about going into work Monday morning on Sunday night. The exact quote is, “Culture is how employees’ hearts and stomachs feel about Monday morning on Sunday night.”
Essentially, if your employees are filled with dread on Sunday night, you probably need to rethink your company’s culture, or lack thereof.
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Developing a Company Culture with Substance
Hood challenges “buzzword culture,” where core values become empty platitudes without real substance behind them. Instead, Hood advocated for a culture rooted in vulnerability, empathy, and human connection.
He encouraged attendees to lean into difficult conversations, own their mistakes, and ask for forgiveness. By modeling vulnerability, leaders can create an environment where employees feel safe to be authentic and work through challenges together.
“Vulnerability is our greatest superpower,” Hood said. “It’s how we connect with one another.”
Closely tied to vulnerability is the concept of empathy. Hood defined empathy as the ability to truly understand and relate to someone else’s perspective and experiences. By cultivating empathy, leaders can approach difficult situations with more compassion and find constructive solutions.
Another crucial element Hood highlighted was the need to “know your wake,” or understanding the impact one’s actions and presence have on others. He advised asking for honest feedback, even from those you may not fully trust, in order to gain a clear picture of how you are experienced by your team.
Throughout the session, Hood shared personal stories of his own leadership journey, including the humbling experiences that led him to embrace vulnerability and empathy. He emphasized that the path to becoming a great leader is not linear, but rather a continuous process of self-reflection and growth.
As Hood eloquently stated, “Culture is connection, and you can’t fake connection.”
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