{"id":22401,"date":"2022-01-24T18:00:50","date_gmt":"2022-01-24T18:00:50","guid":{"rendered":"\/gb\/en\/blog\/?p=22401"},"modified":"2023-01-16T17:09:01","modified_gmt":"2023-01-16T17:09:01","slug":"company-culture","status":"publish","type":"post","link":"\/gb\/en\/blog\/company-culture\/","title":{"rendered":"Building A Strong Company Culture While Remote"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">\u201cCulture eats strategy for breakfast\u201d is a famous quote, attributed to Peter Drucker, that attests to the overarching nature of \u201cculture\u201d in organisational management. If strategy is a way to formalise company goals at a managerial level, culture is the typical set of values, beliefs and norms at a more practical level for enacting strategic goals. In fact, culture is the invisible force that drives people towards achieving company goals.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And as if the concept of company culture is already not vague enough, we\u2019re struggling to understand its meaning for remote and semi-remote teams. What does it mean to have a strong company culture when you\u2019re managing a remote team?\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In this article, we\u2019ll start by defining what company culture is, and then go on to offer some ways for building a strong company culture for your remote team.\u00a0<\/span><\/p>\n<h2><strong>What is \u201ccompany culture\u201d?\u00a0<\/strong><\/h2>\n<p><span style=\"font-weight: 400;\">Like culture in any other social environment, company culture is an implicit collection of attitudes and behaviors shared among all members and with a significant impact on all areas and phenomena in a company. It defines what is accepted or rejected among people in the company.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A Harvard Business Review <\/span><a href=\"https:\/\/hbr.org\/2018\/01\/the-leaders-guide-to-corporate-culture\"><span style=\"font-weight: 400;\">article <\/span><\/a><span style=\"font-weight: 400;\">identifies eight kinds of company cultures according to how they encourage interactions among people (independent vs. interdependent to each other) and how they respond to change (stable vs. flexible).\u00a0<\/span><\/p>\n<p><img decoding=\"async\" class=\"aligncenter wp-image-22397 size-full\" src=\"\/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/strong-company-culture-from-spencer-stuart.png\" alt=\"Strong company culture - from Spencer Stuart\" width=\"612\" height=\"736\" srcset=\"\/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/strong-company-culture-from-spencer-stuart.png 612w, \/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/strong-company-culture-from-spencer-stuart-249x300.png 249w\" sizes=\"(max-width: 612px) 100vw, 612px\" \/><\/p>\n<ul>\n<li>\n<h3><em>Caring<\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Caring <span style=\"font-weight: 400;\">focuses on relationships and mutual trust. Work environments are warm, collaborative, and welcoming places where people help and support one another. Employees are united by loyalty; leaders emphasize sincerity, teamwork, and positive relationships.<\/span><\/p>\n<ul>\n<li>\n<h3><em><b>Purpose<\/b><\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Purpose <span style=\"font-weight: 400;\">is exemplified by idealism and altruism. Work environments are tolerant, compassionate places where people try to do good for the long-term future of the world. Employees are united by a focus on <a href=\"\/gb\/en\/blog\/advanced-sustainability-strategies-for-your-small-business\/\">sustainability<\/a> and global communities; leaders emphasise shared ideals and contribute to a greater cause.<\/span><\/p>\n<ul>\n<li>\n<h3><em>Learning<\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Learning <span style=\"font-weight: 400;\">is characterised by exploration, expansiveness, and creativity. Work environments are inventive and open-minded places where people spark new ideas and explore alternatives. Employees are united by curiosity; leaders emphasise innovation, knowledge, and adventure.<\/span><\/p>\n<ul>\n<li>\n<h3><em>Enjoyment<\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Enjoyment <span style=\"font-weight: 400;\">is expressed through fun and excitement. Work environments are lighthearted places where people tend to do what makes them happy. Employees are united by playfulness and stimulation; leaders emphasise spontaneity and a sense of humor.<\/span><\/p>\n<ul>\n<li>\n<h3><em><strong><b>Results <\/b><\/strong><\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Results <span style=\"font-weight: 400;\">are characterised by achievement and winning. Work environments are outcome-oriented and merit-based places where people aspire to achieve top performance. Employees are united by a drive for capability and success; leaders emphasise goal accomplishment.<\/span><\/p>\n<ul>\n<li>\n<h3><em><b>Authority<\/b><\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Authority <span style=\"font-weight: 400;\">is defined by strength, decisiveness, and boldness. Work environments are competitive places where people strive to gain personal advantage. Employees are united by strong control; leaders emphasise confidence and dominance.<\/span><\/p>\n<ul>\n<li>\n<h3><em><strong><b>Safety <\/b><\/strong><\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Safety <span style=\"font-weight: 400;\">is defined by planning, caution, and preparedness. Work environments are predictable places where people are risk-conscious and think things through carefully. Employees are united by a desire to feel protected and anticipate change; leaders emphasise being realistic and planning ahead.<\/span><\/p>\n<ul>\n<li>\n<h3><em>Order<\/em><\/h3>\n<\/li>\n<\/ul>\n<p>Order <span style=\"font-weight: 400;\">is focused on respect, structure, and shared norms. Work environments are methodical places where people tend to play by the rules and want to fit in. Employees are united by cooperation; leaders emphasise shared procedures and time-honored customs.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Each of these cultures has characteristics that make them likely or unlikely to be found in an organisation at the same time. Cultures that are far from each other in the dependency\/flexibility axes are unlikely to coexist in an organisation.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For example, you might find a culture both \u201cpurposeful\u201d and \u201ccaring\u201d. A company culture can encourage employees to align company activities towards a greater cause and at the same time collaborate with each other.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">However, it\u2019s unlikely that the cultures that are far from each other in the axes coexist in a company. For example, it\u2019s unlikely for a company culture to be both purposeful and authoritative. Should the employees focus on serving a great cause, or try to gain personal advantages in a competitive work environment?\u00a0<\/span><\/p>\n<h2><strong>Company culture for a remote company<\/strong><\/h2>\n<p><span style=\"font-weight: 400;\">Does a remote company culture necessarily differ from an in-person company culture? Do you need to have a change of culture simply because you\u2019re fully remote now?\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Obviously as a new work dynamic, remote work brings some changes to how your company operates. The most important one is that employees are no longer under direct managerial control. They are given more autonomy to do their <a href=\"\/gb\/en\/blog\/work-from-home-jobs\/\">jobs<\/a> as they consider fit. This has some serious effects on your company&#8217;s work culture.<\/span><\/p>\n<h3><strong>Results-driven with a twist:\u00a0<\/strong><\/h3>\n<p><span style=\"font-weight: 400;\">Naturally, in a remote work environment, the focus is more on the actual outputs produced by the team, rather than the hours filled. In a sense, a <\/span><a href=\"https:\/\/chatra.com\/books\/remote-company-culture\/\"><span style=\"font-weight: 400;\">remote company culture<\/span><\/a><span style=\"font-weight: 400;\"> is more or less \u201cresults-driven\u201d.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">If your in-person work environment was characterised by employees\u2019 visible busyness (occupying a space in the office, attending meetings, filling work hours, etc.) rather than the actual results produced, there will be a lot of confusion for your employees when they go remote. Plus, not all roles can be determined this way! For instance, a sales manager who\u2019s in several meetings every day may seem busier than your <\/span><a href=\"https:\/\/www.twine.net\/find\/developers\/with\/shopify\"><span style=\"font-weight: 400;\">shopify developer<\/span><\/a><span style=\"font-weight: 400;\"> who\u2019s programming your <\/span><i><span style=\"font-weight: 400;\">entire<\/span><\/i><span style=\"font-weight: 400;\"> website.\u00a0\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Based on the eight company culture models introduced above, a results-driven culture encourages \u201cachievement and winning\u201d and is \u201cmerit-based\u201d, a kind of culture that rewards personal success.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">However, when it comes to remote work, \u201cresults-driven\u201d loses its self-serving imprint. It\u2019s true that employees are given more autonomy to do their job almost independently, but all the personally-produced outcomes should be coordinated with each other, like puzzle pieces, to serve a bigger purpose.\u00a0\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">What to do to encourage a results-driven culture?\u00a0<\/span><\/p>\n<h4><strong>Be clear on responsibilities:<\/strong><\/h4>\n<p><span style=\"font-weight: 400;\">The first step would be to let your employees know that you\u2019re shifting to a results-driven culture. Hold a meeting and explain in clear terms what you mean by a results-driven culture, what you\u2019re hoping to achieve from it, and what you expect your employees to do. Encourage employees to express their concerns and opinions freely and help them understand the process.\u00a0<\/span><\/p>\n<h4><strong>Have a system to manage team projects:<\/strong><\/h4>\n<p><span style=\"font-weight: 400;\">It\u2019s easier to assign responsibilities to team members and manage individual contributions if you have a project management system or methodology. At its core, a project management methodology helps you in the processes of planning, executing, monitoring, and closing a team project.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A <\/span><a href=\"https:\/\/thedigitalprojectmanager.com\/best-project-management-software\/\"><span style=\"font-weight: 400;\">project management tool<\/span><\/a><span style=\"font-weight: 400;\"> enables you to assign responsibilities and resources, create and manage workflows, hold meetings and communicate freely with team members, share files, track time, etc. Using <\/span><a href=\"https:\/\/peoplemanagingpeople.com\/tools\/best-online-employee-scheduling-software\/\"><span style=\"font-weight: 400;\">an employee scheduling software<\/span><\/a><span style=\"font-weight: 400;\"> you can keep track of your team members\u2019 work hours and tasks.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Scrum is an agile project management methodology that focuses on completing projects incrementally and iteratively. That is each project is divided into several sub-projects or increments (called Sprints) with their own requirements. Before each Sprint begins, the team and stakeholders hold a meeting to discuss requirements and expectations. After the responsibilities are assigned and a tentative outline is made, the team starts working on the increment. Each team member does their own specific job almost independently from each other. But they hold several meetings (including a 30-minute daily meeting) to make sure individual outcomes contribute to the team\u2019s end goal. The team repeats this process for each increment until the project is complete.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">As a flexible project management methodology, Scrum seems to be the right fit for managing a remote team. <\/span><a href=\"https:\/\/thedigitalprojectmanager.com\/best-scrum-software\/\"><span style=\"font-weight: 400;\">Scrum software tools<\/span><\/a><span style=\"font-weight: 400;\"> allow you to schedule your daily <\/span><a href=\"https:\/\/niftypm.com\/blog\/agile-meetings-101\/\"><span style=\"font-weight: 400;\">Scrum meeting<\/span><\/a><span style=\"font-weight: 400;\">, build boards for prioritising tasks, develop sprint goals, help your team become self-organising, and so on.\u00a0<\/span><\/p>\n<h3><strong>Trust and caring:<\/strong><\/h3>\n<p><span style=\"font-weight: 400;\">If a remote work culture encourages a results-driven perspective to work, it does so in the light of teamwork and cooperation. Individual contributions are useful only if other team members can apply and expand them.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Trust plays an important role in a results-driven work culture due to the lack of employees\u2019 physical presence in the workplace. Some managers would find it hard to trust employees to do their job right when they don\u2019t have them under surveillance.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Cal Newport <\/span><a href=\"https:\/\/www.newyorker.com\/culture\/cultural-comment\/how-to-achieve-sustainable-remote-work\"><span style=\"font-weight: 400;\">explains<\/span><\/a><span style=\"font-weight: 400;\"> in a NewYorker article that a true transition from an in-person work environment to a remote one happens when \u201cyou change the very definition of \u201cwork\u201d itself, moving it away from surveillance and visible busyness, and toward defined outcomes and trust.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">How to encourage trust and care in a remote team?<\/span><\/p>\n<h4><strong>Encourage purposeful communication:<\/strong><\/h4>\n<p><span style=\"font-weight: 400;\">In an attempt to reassert their lost surveillance and control over their employees, some managers might emphasise an excessive number of meetings. They might believe that frequent communication increases its effectiveness.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The problem with this idea is that in a remote work culture, communication is more effortful. One could argue that human beings are not hardwired for the excessive amount of remote communication, and might find it exacting over time. A widespread phenomenon among remote workers called <\/span><a href=\"https:\/\/tmb.apaopen.org\/pub\/nonverbal-overload\/release\/2\"><span style=\"font-weight: 400;\">Zoom fatigue<\/span><\/a><span style=\"font-weight: 400;\"> is the result of frequent video calls.\u00a0\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Instead of pressing your employees to keep in touch all the time, you should find ways to make communication purposeful and effective. Design a communication plan for your employees and explain what you exactly expect from them when it comes to communication.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">As Dmytro Okunyev, the founder of <\/span><a href=\"https:\/\/www.chanty.com\/\"><span style=\"font-weight: 400;\">Chanty<\/span><\/a><span style=\"font-weight: 400;\">, explains, \u201cthere\u2019s no agreed-upon etiquette in the teams which were forced to go remote and this is something that should be addressed. If you have driving rules, why not develop a set of rules for remote team communication? These rules will add clarity to any team.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In a communication plan, you need to define what should be communicated to who, and how and when it should be communicated. Here\u2019s a sample of a communication plan explaining communication types and their goals during a project.\u00a0<\/span><\/p>\n<figure id=\"attachment_22399\" aria-describedby=\"caption-attachment-22399\" style=\"width: 640px\" class=\"wp-caption aligncenter\"><img decoding=\"async\" class=\"wp-image-22399 size-large\" src=\"\/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/project-communication-plan-example-640x964.jpg\" alt=\"Project Communication Plan Exampl\" width=\"640\" height=\"964\" srcset=\"\/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/project-communication-plan-example-640x964.jpg 640w, \/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/project-communication-plan-example-199x300.jpg 199w, \/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/project-communication-plan-example-768x1157.jpg 768w, \/gb\/en\/blog\/wp-content\/uploads\/2022\/01\/project-communication-plan-example.jpg 800w\" sizes=\"(max-width: 640px) 100vw, 640px\" \/><figcaption id=\"caption-attachment-22399\" class=\"wp-caption-text\"><a href=\"https:\/\/thedigitalprojectmanager.com\/how-write-project-communication-plan\/\">Image Source<\/a><\/figcaption><\/figure>\n<p><span style=\"font-weight: 400;\">Make a list of people involved in the project along with their contact information. Make sure people understand the goals for communication and what they should deliver. You should also define communication methods (phone, text, video, email, etc.) and how often it should be done.\u00a0<\/span><\/p>\n<h4><strong>Avoid micromanaging:<\/strong><\/h4>\n<p><span style=\"font-weight: 400;\">Managers\u2019 mistrust with their employees might show itself in the form of micromanagement. They\u2019re typically not satisfied with their employees\u2019 work and rarely show appreciation, frequently demand their employees to report their progress, have unreasonable expectations regarding employees\u2019 working hours and their results, and generally try to control all aspects of work.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Needless to say, micromanaging increases stress among employees and overtime leads to burnout, stifled creativity, decreased productivity, and even health issues. Micromanagement in a remote work culture is in fact the recipe for a toxic work environment. The success of a remote work environment depends on empowering employees and giving them autonomy rather than micromanaging them.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Keep in mind that your team members should not be under so much stress that it affects their home life and sleep. There is a connection between <\/span><a href=\"https:\/\/eachnight.com\/sleep\/how-sleep-affects-decision-making\/\"><span style=\"font-weight: 400;\">good decision-making and proper sleep<\/span><\/a><span style=\"font-weight: 400;\">, so if you want the best from your team, you need to ensure that they are able to leave their work at home and not worry about what awaits them when they \u2018clock in\u2019 the next day.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Brian Minick, the COO of <\/span><a href=\"https:\/\/www.zerobounce.net\/\"><span style=\"font-weight: 400;\">ZeroBounce<\/span><\/a><span style=\"font-weight: 400;\"> explains: \u201ctrust is the number one value that we share. I manage remote teams across the U.S. and Europe, and if I didn\u2019t trust everyone, we wouldn\u2019t be able to work together. Luckily, our employees are independent and driven people, so we don\u2019t need to micromanage them. We all work for the same goals and no matter where we are in the world, this always keeps us pushing forward\u201d.<\/span><\/p>\n<h3><strong>Innovative and learning:\u00a0<\/strong><\/h3>\n<p><span style=\"font-weight: 400;\">In the same article that Cal Newport talked about the importance of defined outcomes and trust in a remote work culture, he points out the importance of \u201ctraining\u201d as a decisive factor when shifting to a remote culture.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Following the example of a successful program for promoting results-only work environments (ROWE) in organisations, he states that there is only one consistent explanation for its success: \u201ctraining, lots and lots of training. This switch toward autonomous, outcome-focussed work was not accomplished with an e-mailed announcement of a new policy or the purchase of a new collaboration tool\u201d.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The organisation that successfully implemented the program on its remote team and saw amasing results, WATT Global Media, had asked the ROWE practitioners to run intensive training around the core tenets of the program.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Even after the initial training, they continued to train their employees at different levels:\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">\u201cTo support the new culture, Watt put in place an onboarding program for every new hire, including asking them to read a book that Ressler and Thompson wrote about rowe, to bring these employees up to speed on the company\u2019s unusual approach to work. Watt also instituted regular training sessions with his managers, held on the second Tuesday of every month. They rotate who facilitates each session, which is structured as a combination of a formal curriculum and an open discussion, aimed at keeping the team in the proper results-focussed mind-set.They\u2019ve been holding these meetings for close to a decade now. Watt intuited that the pull of the simpler, traditional approach to work was strong, requiring a constant application of energy to resist.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">You need to rely on online tools for training your remote team. <\/span><a href=\"https:\/\/peoplemanagingpeople.com\/tools\/best-employee-engagement-software\/\"><span style=\"font-weight: 400;\">Online employee engagement tools<\/span><\/a><span style=\"font-weight: 400;\"> can help you evaluate your employees\u2019 performance and design training programs for them. It\u2019s also a good idea to provide hands-on resources for your employees to take advantage of at their own discretion. <\/span><a href=\"https:\/\/flippingbook.com\/page-flip-pdf\"><span style=\"font-weight: 400;\">FlippingBook\u2019s Page Flip tool<\/span><\/a><span style=\"font-weight: 400;\"> allows you to create beautiful interactive PDF books that could be shared with your employees.\u00a0<\/span><\/p>\n<h2><strong>Finally:\u00a0<\/strong><\/h2>\n<p><span style=\"font-weight: 400;\">A remote company culture should have three main characteristics to be efficient:\u00a0<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It should be results driven. Team members need to have autonomy to work more independently, but all the personally-produced outcomes should be coordinated with each other, like puzzle pieces, to serve a bigger purpose.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It should be caring and based on mutual trust. Managers should trust employees with their work preferences. Employees should know how to communicate efficiently and coordinate their independent outcomes to serve a bigger purpose.\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It should be innovative. Employees need to be trained on different aspects of a remote work culture. Managers should try innovative methods and systems to find out what will propel the team to produce better results.\u00a0<\/span><\/li>\n<\/ol>\n<p><span style=\"font-weight: 400;\">To build a strong company culture, managers should find ways to instil these characteristics in their workforce. Being clear on team members\u2019 responsibilities, having a project management system to manage projects, encouraging purposeful communication by designing a communication plan, avoiding micromanagement, and providing <\/span><a href=\"https:\/\/360learning.com\/blog\/ultimate-guide-employee-training-program\/\"><span style=\"font-weight: 400;\">employee training programs<\/span><\/a><span style=\"font-weight: 400;\"> are some of the ways to do so.\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u201cCulture eats strategy for breakfast\u201d is a famous quote, attributed to Peter Drucker, that attests to the overarching nature of \u201cculture\u201d in organisational management. If strategy is a way to &hellip; <a href=\"\/gb\/en\/blog\/company-culture\/\" class=\"more-link\">Read more<span class=\"screen-reader-text\"> &#8220;Building A Strong Company Culture While Remote&#8221;<\/span><\/a><\/p>\n","protected":false},"author":244,"featured_media":22395,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[9],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.8 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Building A Strong Company Culture While Remote | RingCentral UK Blog<\/title>\n<meta name=\"description\" content=\"Learn what is company culture is, and the ways how to build a strong company culture for your remote team.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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