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You hire each employee to fulfill a specific role within your organization. And, with rare exceptions, most of your team members want to meet or exceed your expectations. But they also want more. Your employees yearn to feel a deep passion for their work and to be inspired by your company’s mission. They long to make a positive impact on the world around them.

As their leader, you should desire these things for your team. By unleashing their passion, you’ll help your staff feel empowered, fulfilled, and happy. Passion starts with employee engagement.

According to Gallup, “…engaged employees produce better business outcomes than other employees -- across industry, company size, and nationality, and in good economic times and bad.” The numbers bear this out; the behaviors of highly engaged business units result in a 23% difference in profitability. If that’s not incentive enough to focus on engagement, Gallup also reported, “Not engaged or actively disengaged employees account for approximately $1.9 trillion in lost productivity nationally.”

When your employees have this deep connection to their jobs, your company will reap numerous benefits. Engagement will go up. Turnover will go down. And your team will become an innovative, problem-solving force that fosters productive relationships and pursues continuous learning -- all in the name of moving your enterprise forward.

So how do you encourage, tap into, and nurture your employees’ passions? You:

Set the Culture

Your organization has to facilitate passion through engagement. And your company culture must reflect that desire to support the differing needs of each team member.

Shaping a culture that fosters passion begins with leadership -- old-school, rigid micromanaging and narrow-focused supervision is out. Collaborative, flexible, trusting, and visionary leadership is in.

Your employees need to know that it’s okay to fail if a calculated risk doesn’t pay off. They also need to know that you’re not after perfection -- you’re after results. And, while today’s performance is important, tomorrow’s growth and evolution are even more so.

This organizational stance has to be championed from the top down. As a leader, you need to model the behavior you want to see in your employees. Let your own passion show before you can expect your team to reveal theirs.

Show the Impact

To be genuinely invested in and truly passionate about their work, your employees need to see that what they do matters. To help them recognize this, show them how their effort impacts their department, organization, and community. When each employee can trace their output to a larger outcome, they’ll take ownership of it and strive to improve.

Here are a few ways you can show your employees their real impact:

Provide the Opportunity

According to Omnia’s 2024 Talent Trends report, “The value of a company aligning with the ambitions of employees is clear. 77% of job applicants research company culture before applying for a job. 92% say that the company culture impacts their decision to stay longer.”

When you invest in an employee’s development, you tell them that you care about them and their career. With an enhanced skill set, they’ll feel more confident navigating uncertain times. They’ll also feel more loyal to your organization.

This development can also uncover and nurture your employees’ passions. As they learn by creating and doing, they’ll realize their potential and find new ways to help your organization achieve its goals. It’s a real win-win.

For best results, provide each employee with various developmental experiences tailored to their emerging skills and interests. Let them interact with other passionate team members across the organization to spread enthusiasm and innovation. And most importantly, give them ample space to experiment and implement what they learn.

How Omnia Can Help

It’s exciting to watch your team’s passion develop and deepen, benefiting each member and the business as a whole. What if you could get a sneak peek into your employees’ strengths, tendencies, and work preferences? That insight would help you position them for success both now and in the future and determine optimal developmental opportunities.

Good news! You absolutely can get that insight anytime you want it. A behavioral assessment provides all of those details and more, helping you lead, motivate, and communicate effectively with your team. You can learn more about Omnia’s behavioral assessments here.

Remember, effective communication leads to more productive employees and a more profitable workplace.

According to Dan Schawbel, managing partner at Workplace Intelligence (as reported by The Workforce Institute at UKG), “Feeling heard drives a sense of purpose and belonging. By implementing employee feedback, people leaders can create an organizational culture of psychological safety and trust that thrives when its people thrive.”

Behavioral insights can provide leadership with ideas on how to communicate with each team member efficiently and thoughtfully, to ensure that they each feel heard.

Omnia offers a variety of reports using behavioral assessment data. For example, the Team Dynamics Report provides an in-depth custom analysis of an existing or potential team. On the other hand, our Professional Development Report is an automated self-awareness report written directly to existing employees.

Final Thoughts

Passionate employees can achieve great feats for your organization. But, they must be empowered to create, innovate, and take risks. When they are, you’ll retain valuable human capital, and your company will take giant leaps forward -- both necessities in today’s ever-competitive business world.

 

This article is a repost from August 2020 with updated information and statistics.

In early 2023, our team at Omnia revisited and refreshed our company values. I remember well the conversations we had about specific word choices, and the one that stands out to me most was our conversation around our value of Commitment and Unequivocal Excellence. It was in this value that we intentionally stated that We are committed to our clients, each other, our community, and the company. One of the ways we live out this value is by having a consistent commitment to giving back our time, talent, and treasures to support our local community through volunteering, providing discounts on our services to non-profits, and giving our time and treasure to organizations whose missions mean the most to us.

As we approach the end of this year, my heart is full reflecting back on everything we’ve done together to help others. In a year that was filled with tumultuous economic and political climates, in an ever shifting and volatile business market, we found so much reward and fulfillment in giving back. It fueled us and our employee engagement.

All our Omnia Team members volunteer for organizations whose missions align closely with addressing the individuals or issues we care most about. Personally, I’m committed to helping students and young professionals grow and thrive, so I dedicate my time as a member of the University of South Florida (USF) MUMA College of Business Advisory Board. Helping people pave a path from homelessness and addiction is also an important issue for me, so I serve as the Chair of The Portico Advisory Team overseeing the execution of our vision and mission. Most recently, I was accepted into the Leadership Tampa Bay class of 2024 where I’ve already enjoyed so much exposure to community issues, change initiatives and social service organizations addressing these needs. I graduate next May and look forward to several more Leadership Days between now and then and all I will learn. There could be a whole blog on each of these experiences alone. There could be a whole blog on each of these experiences alone.

Our website lists all the organizations we support. In keeping with our commitment to community, this year we decided to select an organization to focus on each quarter. Our employees voted and selected the needs we want to support, and we have a small team who identifies the organization with the greatest need and sets out to implement a plan for support. We’ve donated time, money and items to a number of organizations this year. I’d like to dedicate this blog to reflect on all the ways we’ve demonstrated our commitment to community throughout 2023 and what it meant to us.

 

Q1 – University of Florida Sales Competition and Habitat for Humanity  

In February, our team sponsored and participated in the USF Intercollegiate Selling with The Bulls competition, just as we’ve done for several years. We provide complimentary assessments to business development club students and competition participants. Members of our team serve as judges in the competition—an inspiring two days of rounds of judging cold calling, LinkedIn connections, sales calls, and presentations. Seeing the talent of these students and their dedication to personal development gives us all hope for the sales professionals and leaders of our future.   

For years we have been committed to supporting Habitat for Humanity, so it was an easy selection for our first all hands volunteer activity. In March, a Home Preservation project brought Omnia’s ten-member team of employees and their family members together with an area veteran and his wife bright and early on the first Saturday of March. 

The Omnia team had the opportunity to work closely with the homeowners and get to know them. They also learned new skills, leveraged existing skills, enjoyed the beautiful Tampa weather, and got a great workout. It’s a day we’ve looked back on with great satisfaction and some good stories throughout this year.  

 

Q2 Breadcoin Launches in Tampa Bay

Again, through my association with The Portico, I was exposed to an issue related to food insecurity specifically addressing those who don’t have kitchens and who can’t benefit from food donations when they don’t have a place to cook or refrigerate, much less even open a can of food. This issue really struck a chord for me, so I dedicated time to supporting the launch of Breadcoin in Tampa Bay. Later in the year, our Omnia Team packed bags and donated breadcoins for executives of the CEO Council of Tampa Bay to distribute throughout our community.   

 

Q3 Hillsborough County Pet Resources Foundation

It might have been fate or luck helping when we chose our community activity for the summer. We gathered for a 4th of July party and decided to have everyone bring a donation to support a need near and dear to our hearts—animals! Just as Hurricane Idalia was hitting the west coast of Florida, our team dropped off a carload of pet food and toys that came just in time as the Hillsborough County Pet Resources Foundation was overrun with pets being dropped off by residents evacuating the Bay area.  

 

Q4 Hope for Her and Toys for Tots

As we gathered for our annual Omnia Day of Connection, we selected Hope for Her, an organization that provides a safe place where women experiencing crisis and trauma can find the strength, skills and support they need to rebuild their best lives. Once again, our generous colleagues donated food and an overstuffed SUV load of food supplies to make Thanksgiving dinner boxes.  

 

Most recently, we gathered for our annual Holiday celebration, and our team selected Toys for Tots. Everyone in attendance brought a toy to give, and our remote colleagues both near and far shipped toys for delivery. It’s uplifting to think of the smiles these gifts will bring.    

 

Our Final Gift of 2023 – On Behalf of Our Clients

For the past two years, the Omnia Group has donated a portion of our annual profits with a cash donation to Habitat for Humanity that we send on behalf of our clients (we no longer send corporate gifts to clients). We are delighted to give a portion of our profits on behalf of our clients again this year. I’m also pleased to have another build date on our calendar for February 2024. 

 

Studies continue to show that a commitment to corporate social responsibility, community involvement and work supported volunteer activities boost productivity, increase employee engagement, and improve retention. However, we don’t mandate any of these activities for our team. We lead by example. We involve our employees in selecting the activities and organizations that matter most to them, and we offer time off to individually support activities they choose on their own. That is what’s driven and supported our team’s participation and contributions. We benefit from high participation in every quarterly activity. And here’s what a few of our employees had to say about their experiences.  

 

“Since joining Omnia almost four years ago, I've seen the significant impact that our founder Heather Caswell has had on the Tampa community throughout Omnia's 38-year history. The core leadership team actively engages in various community service initiatives, generously dedicating both time and financial resources to contribute meaningfully to the betterment of the community we serve. Our company's mission to give back and support the community is evident and I am thankful to work with our team.”  -  Jamie Morlock  

 

"Companies that give back to the community aren't just contributing to social causes; they are investing in a culture of compassion and purpose. When employees see their organization making a positive impact beyond profits, it fosters a sense of pride and purpose, creating a workplace where engagement flourishes and collective success becomes a shared mission."  -  Kris Spell 

 

"Omnia has truly transformed my approach to community involvement. Living within my territory, I've seamlessly blended personal and professional passions by expanding my engagement with organizations aligned with our business. This opportunity has been more than a chance to give back—it's about bridging our corporate mission with the heartbeat of the community, creating a profound impact that extends beyond the workday. I appreciate Omnia for providing not just a platform for professional growth but a canvas to weave my personal values into our shared purpose. I am thankful for this incredible opportunity.”  -  Blithe Woodham 

 

Ralph Waldo Emerson may have said it best. “It is one of the beautiful compensations of life that no man can sincerely try to help another without helping himself.” Our teammates have all found joy and fulfillment through these activities throughout our year, and we look forward to seeing what joy 2024 will bring for all of us. Thank you for taking the time to read through these examples. May they inspire all of us to make an even bigger impact in the year ahead and in the years to come. 

This article was written for readers of our partner publication CUInsight. It received such a positive reaction, we decided to share it with our weekly blog audience. We hope you find it helpful as well.

Have you heard about mouse jigglers? I discovered them during a recent lunch with a colleague dedicated to enhancing employee engagement for businesses. While discussing my upcoming speech on supporting hybrid teams, she urged me to mention "the jiggler." Curious, I inquired further. She enthusiastically explained how mouse jigglers simulate mouse movement to prevent screensavers and sleep mode, a device in high demand due to employers monitoring online statuses. This traffic light system tracks employee availability, signaling green for available, yellow for away, white for offline, and red for busy. It's intended to indirectly gauge productivity, but it's causing a trust divide between employers and employees.

The rise of mouse jigglers reflects employees' attempts to evade monitoring. These devices keep screens active, maintaining an "available" status even when the user is occupied with other tasks. This conversation with my colleague led us to a more significant concern: the implications of such monitoring on employee engagement.

In the dynamic landscape of credit unions, where community impact and member trust are paramount, your team members represent the true wealth of your business. They drive member service excellence and embody your credit union's mission. To unlock their full potential and cultivate an engaged workforce, leaders must embrace strategies focused on building trust and caring about each individual. It's not about monitoring availability; it's about prioritizing employee engagement.

Why is employee engagement more critical than ever? According to Haiilo,

However, the reality is concerning. Gallup's latest study reveals that only 23% of workers are actively engaged, with 18% actively disengaged. Over 50% fall into the "conditionally engaged" category, indicating that merely 23% of your staff are thriving and genuinely committed to your credit union's mission. The remaining 18% are not just disengaged but potentially disruptive to their peers' productivity, especially those in the 59% who are on the fence.

So, what can you do to ensure your team doesn't fall into this disengagement trap? It all boils down to one essential ingredient: CARE. Leaders must show they care by engaging with each team member individually, tailoring their approach, and maintaining consistency in communication, team norms, and continuous touch points.

CARE for Every Team Member

In the hustle and bustle of the financial world, it's easy to overlook the human element. However, your credit union's mission and values come to life through your team members. Each individual brings a unique blend of skills, experiences, and motivations. As a leader, it's crucial to genuinely CARE about their well-being, growth, and job satisfaction.

When employees see that you CARE about their personal and professional growth, they are more likely to stay committed to your credit union's mission.

ENGAGE Individually and TAILOR Your Approach

Recognize that each employee is a unique individual with distinct motivators, communication styles, and work preferences.

Begin by understanding what motivates each team member. Some may be driven by recognition and rewards, while others may find purpose in personal growth and the credit union's mission. Tailor your coaching and recognition strategies to align with their specific motivators. For those motivated by recognition, provide regular feedback and acknowledge their contributions publicly. For those seeking personal growth, offer opportunities for skill development and advancement within the credit union.

Next, pay attention to their communication style. Some employees prefer relational communication, emphasizing relationships and feelings, while others lean toward fact-based communication, focusing on data and logic. Adapt your coaching conversations accordingly. Use emotional intelligence and active listening when coaching relationally-oriented employees. For those who prefer a fact-based approach, provide clear, data-driven information and logical reasoning.

TAILOR your approach

Effective leadership is not a one-size-fits-all endeavor. It's about adapting and TAILORing your strategies to meet the unique needs of your team members. Consider each individual’s preferred pace of work. Some thrive in a fast-paced, dynamic environment, while others excel with a slower, more methodical pace. Offer new challenges and variety to those who thrive in a fast-paced setting. For employees who prefer a slower pace, provide stability, and assign routine or long-range tasks that benefit from patience and tenacity.

Balance the need for structure and autonomy. While some employees thrive with clear guidelines and structured processes, others are at their best when given autonomy and creative freedom. Customize your coaching and management style to provide the right level of guidance. Set clear expectations for those who need structure, and allow flexibility and opportunities for innovation for those who prefer autonomy.

Strive for CONSISTENCY

Consistency is key to maintaining open lines of communication with your team and building trust and stability within the organization.

In the dynamic world of credit unions, leadership isn't just about managing finances; it's about inspiring and nurturing a team passionate about serving members and communities. Leading with CARE—Caring for every person on your team, Engaging individually, Tailoring your approach, and striving for Consistency—is the foundation of effective leadership and employee engagement.

By incorporating these principles into your leadership philosophy, you'll create a dynamic, engaged workforce that drives your credit union's success. As you nurture engagement within your team, your credit union will continue to thrive, serving members and communities with excellence for generations to come, and perhaps, we'll see a decline in mouse jiggler sales

 

Originally published on CUInsight.com.

With so many variables to consider when hiring, it can be hard to know how much weight to put on one over another. You know you want a candidate with pertinent experience, good references, the right educational qualifications (if applicable), and job-relevant behavioral traits. But how much consideration should you give to a candidate’s fit with your corporate culture? The answer is a resounding: It depends.

When I was doing preliminary research for this blog post, I was surprised to find, all on page one of my search results:

Why Culture Fit Is Critical in Startup Hiring (Indeed)

Why It’s Important New Hires Fit a Company’s Culture (Business.com)

Move Beyond Hiring for Culture Fit (Gallup)

Don't Hire for Culture Fit (SHRM)

This rollercoaster of articles matched my own feelings on the matter. Hiring for a cultural fit can be good or bad. It can create a cohesive team, boost morale, and minimize communication struggles, but it can also be exclusionary, unfair, and limiting.

The contradiction comes from all the different ways a company can describe or think about its culture and how they approach hiring for a cultural fit.

What is Corporate Culture?

Corporate culture refers to the shared values, beliefs, attitudes, and practices that define the way an organization operates and the way its employees interact with each other, customers, and other stakeholders. It is the collective personality of a company and encompasses various aspects of its working environment.

Corporate culture is created both by choice and by circumstance. Leadership can decide on what values, beliefs, and practices to promote and implement, but the nature and type of business contributes to the culture as well. For example, a company that deals extensively with providing a service to the public may naturally be more service oriented than a company that focuses on business-to-business sales. A large, multinational corporation will have a different culture than a small, community-based business.

The Pros of Cultural Fit

Since culture is essentially the personality of a company, it would make sense to hire people who fit that personality. And in some ways, it does. Take hiring for a startup, for example. Working for a fledgling company comes with high risks and greater demands. In return, it offers more potential for quick advancement and impressive gains. For some employees, the risk and the possible rewards are highly appealing. For others, the pressure is too much. Hiring someone who is aware of and comfortable with that level of risk can reduce stress both for the employee and the other stakeholders.

Now consider the opposite situation: established organizations that involve hierarchies, set schedules for wage reviews, and complicated processes for advancement (think government agencies or established universities). A person who loves risk and competition and needs continued, rapid growth to stay motivated could wither in this kind of work environment. Meanwhile someone who thrives on security and structure would excel.

It’s logical and practical to look for evidence (via reference checks, interview responses and behavioral assessments) that someone can keep up in a dynamic corporate culture, can stay energized in a competitive culture, or can build relationships effectively in a community centered culture. But if you move beyond considering whether a candidate can stay motivated and productive in your culture to less concrete factors, (do they “click” with your culture? could you see hanging out with them?) this is where hiring for a culture fit can be negative and even put you in legal jeopardy.

The Downside to Cultural Fit

The problem with using cultural fit as a reason to select or reject someone is that it paves the way to miss out on well-qualified candidates based on what amounts to a feeling. Or worse, it can be used (either consciously or unconsciously) to disqualify someone on the basis of gender, race, religion, disability or other protected status.

Ruchika Tulshyan from SHRM points to the case where an overqualified candidate had excelled in a lengthy interview process and was then told another candidate was selected because they were deemed a better fit. When asked for feedback, her interviewer had none.

“Considering that she had all the pedigree and all the best references but was then told she wouldn't fit the culture of the institution, she couldn't ignore the only noticeable difference she had with everyone on the selection committee and eventually the person they hired: her identity as a Black woman.”

Even if all the criteria that constitutes a good cultural fit are written down, by nature, some aspects of it are impossible to quantify. That ambiguity leaves candidates free to decide for themselves what about them didn’t “fit” if they aren’t selected (especially if “fit” is given as a reason, as in the example above). If a core value of an organization’s culture is “work hard, play hard” for example, how would you identify a match with that in a potential hire? How do you know your choice of one candidate over another is based on anything more than, “I could see myself getting a beer with that person.” In other words, “they remind me of myself. “

People are notoriously bad at seeing our own biases, and hiring primarily based on cultural fit opens the door to allow biases to interfere with more objective criteria. If the result of this type of hiring is that employees think the same, approach problems the same way, and share the same backgrounds and experiences, it can be a quick path to stagnation.

If growth, innovation, and evolution are goals of your organization (as they should be), then instead of a cultural fit…

Focus on a Cultural Add

A cultural add looks for candidates who bring something new and unique to the company's culture. It values diversity of thought, background, and experience. The idea is that these individuals can introduce fresh perspectives, innovative ideas, and different ways of problem-solving that can benefit the organization.

Seek out candidates whose experiences, accomplishments, education, or ideas can add something new and different to your company, resulting in an even more effective corporate culture. Challenge your possible biases. If your first thought is that someone won’t fit in, explore why you think that, and make sure the reason is based not on assumptions but the information you have about the candidate from reviewing credentials, speaking to references and hearing their interview questions.

Focusing on finding a cultural add doesn’t mean changing your core values and principles. Your company literature, website, social media, and job postings should make the critical aspects of your culture clear. This allows applicants to determine for themselves if they feel they would fit in or if they have something new to bring to your organization. Inviting new perspectives allows the organization and culture to evolve. That is beneficial for everyone!

For more information about how Omnia and our behavioral assessments can help you find the perfect addition to your corporate culture, contact us, or reach out to your Customer Success Manager.

When it comes to hybrid work environments, I’ve seen (and worked in) most all variations. When I first started at Omnia as an analyst, our team was able to earn telecommuting privileges, working from home for up to three days a week. Years later, I became a fully remote employee, working totally from home, while most of my colleagues worked in the office. After the impact of Covid, Omnia decided to adopt a fully remote business model, so now everyone at the company works from home.

The hybrid work experience that has been the “old normal” to me for years has become new terrain that many businesses are learning to traverse. The option to work remotely presents many benefits, including less time spent commuting and greater work-life balance for employees as well as decreased overhead costs and improved retention rates for employers. However, when coworkers aren’t in the same proximity consistently, it can present some challenges in cultivating feelings of connectedness to the organization and to each other. But it is those very challenges that make it even more important to prioritize building a unified, thriving culture.

Hybrid workplaces may present some unique challenges to building a company culture, but they are not insurmountable. Alexia Cambon, a research director at Gartner says, “Instead of viewing hybrid work as a disruption to the cultural experience, leaders should see it as an opportunity to build culture differently.” With that in mind, here are 5 ideas for growing your company culture in a hybrid environment.

1. Prioritize communication

Communication is a critical component for building any business culture. When all employees are made aware of the direction and values of the organization and kept updated on its happenings, their buy-in and commitment increases. Conversely, when people hear about important company information secondhand or long after the fact, it makes them feel left out and disengaged.

Regular, transparent communication becomes even more crucial within a hybrid workplace. You may not be able to get all employees together in a physical conference room to discuss the latest KPIs, but you can schedule monthly or quarterly virtual meetings to give everyone updates about the organization.

Employees may work not only in different locations but also in different time zones or have different work schedules, so asynchronous methods of communication like email and messaging apps can also help ensure that everyone stays current on the latest plans and initiatives.

2. Encourage and facilitate collaboration

One of the drawbacks of employees not working in the same office is the lack of unplanned meetings in the hallway and impromptu conversations around the coffee maker that often spark great ideas. While working in different places may not be as conducive to spontaneity, collaboration is still possible — and necessary — for colleagues who aren’t always in the office together.

The variety of tools and apps available to help people collaborate is abundant, so put technology to work for your employees and your business! Video meetings, even with the camera off, can be a helpful tool to brainstorm ideas and plan projects. Task/project-management tools, document sharing platforms, discussion boards, and other apps make it easier for colleagues to work together, even if they are physically apart.

And don’t forget the power of a good, old-fashioned phone call!

3. Make time for downtime

The above-mentioned hallway and watercooler conversations help grow camaraderie among colleagues, but that does not have to stop in a hybrid workplace. Set weekly or monthly virtual meetings where employees can voluntarily get together and catch up with each other — no discussions about work allowed! A small investment of company time can reap big dividends by making employees feel more connected to each other and, therefore, the organization at large.

4. Be intentional with in-person events

Offer employees a few chances throughout the year to get together and see each other face to face. Consider designating a charity or community initiative to support, and set aside a day when employees can volunteer alongside one another. Or have everyone meet at a zipline course for a day of teambuilding. Whether through in-person all-company meetings or a communal day of recreation, providing opportunities for everyone to be together can facilitate bonding and rejuvenate feelings of togetherness.

5. Offer support

There is no shortage of headlines about business leaders who are skeptical about how remote work impacts their companies, but adjusting to a hybrid work model can be a challenge for some employees too. While most people who are offered flexible work arrangements will take them, they may benefit from guidance on effective methods for working productively and staying engaged in a hybrid environment.

Not merely signing paperwork and setting up equipment, effective onboarding offers companies the chance to review their work processes, values, and mission while also providing the training that establishes the foundation for new hire success. And yes, it can be done successfully even remotely!

Remote mentoring can be a valuable way to give new and tenured employees both a connection to a fellow colleague and guidance for staying engaged and productive while working in a fully or partially remote job. Incorporating virtual coworking sessions can also provide opportunities for the mentee to ask questions as they come up and mimic the feel of working together in person.

Behavioral assessments offer another avenue for supporting your employees in a hybrid workplace. Understanding a person’s natural traits and characteristics gives leadership insights on how that individual may excel working in a hybrid role as well as where they might have difficulties. Omnia’s Professional Development assessment gives our clients the option of selecting a remote work environment, and the report discusses the employee’s strengths and challenges in navigating a remote position while also offering management and motivational strategies.

Our Professional Development report is just one of the ways Omnia helps our clients hire right the first time and retain productive, motivated employees. Whatever your business environment, Omnia wants to be your trusted partner to help your business and employees thrive!

In the hustle and bustle of running a company, it's easy to get caught up in the day-to-day operations and lose sight of something that might seem intangible but holds immense power: your company culture. You might think culture is just a buzzword or something that only big corporations or the HR Department worries about. In reality, it's a driving force that can make or break your business, no matter its size.

Simply put, culture is the shared values, beliefs, attitudes, and behaviors that define how things get done within your organization.

Here's are 7 reasons why paying attention to company culture matters:

1. Employee Engagement and Retention

A strong culture keeps your employees engaged and motivated. When your team resonates with the values and mission of the company, they're more likely to give their best effort, leading to higher productivity and job satisfaction. Moreover, a positive culture reduces turnover as employees feel a sense of belonging and are less likely to jump ship.

2. Attracting the Right Talent

In a competitive job market, top talent is looking for more than just a paycheck. They want to be part of something meaningful. A compelling company culture acts like a magnet, drawing in candidates who align with your values and vision.

3. Innovation and Adaptability

A culture that encourages open communication and diverse perspectives fosters innovation. When employees feel comfortable sharing ideas and experimenting without fear of judgment, your business becomes more adaptable to changes in the market and can stay ahead of the curve.

4. Customer Experience

Your company culture often seeps into your products and services. A team that believes in exceptional customer service will naturally deliver it. Happy employees tend to create happy customers, leading to increased loyalty and positive word-of-mouth.

5. Consistent Decision-Making

When your culture is well-defined, it becomes a guiding principle for decision-making at all levels. This consistency helps streamline operations and ensures that everyone is on the same page when it comes to the company's priorities.

6. Resilience in Tough Times

Every business faces challenges, whether it's economic downturns, industry disruptions, or internal issues. A strong culture acts as a stabilizing force during these times, rallying the team together and providing a sense of purpose.

7. Long-Term Vision

Cultivating a culture isn't a short-term fix; it's an investment in the long-term success of your business. A robust culture aligns everyone towards a common goal and provides a framework for sustained growth.

Building a strong company culture takes commitment and time. In this week’s blog, we are happy to share an example from Wendy Wynn, Culture Experience Officer at First Federal Bank. Wendy and a team of people at the bank have been committed to building First Federal’s culture over time and involving everyone in the business. Here’s First Federal’s journey that Wendy shared with us in her own words.

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Culture is the reason that First Federal Bank (FFB) has been around for 61 years! It’s the little things that make our culture stand out and make us who we are.

The Culture Program at FFB was established in 2013 under the leadership of our then President and CEO, Keith Leibfried. Keith had a vision that every employee would be connected to our culture — knowing, living, and owning it every day. Keith shared that vision with Stephanie McClendon who also had a passion for culture.

Stephanie became FFB’s “Culture Queen.” Culture Ambassadors were elected to serve in our branches and departments throughout the bank to promote our culture to their coworkers. In 2014, I was asked to join the program as a branch ambassador. To say I fell in love with the program is an understatement. In 2015, I became Assistant CA to support Stephanie and the CA initiatives.

In 2019, I was honored to become the first Culture Experience Officer for FFB. Eager to learn all that I could and to share that knowledge with others, I began researching and reading all things culture related. I quickly learned that there was no “set in stone” definition. Culture can be hard to define. We’ve all heard these…

2019 was dedicated to continuing to build on the foundation that was established by Stephanie McClendon and the Culture Ambassadors. I created New Employee Culture Training for our new hires. Stephanie shared her long-held vision with me for a Culture Guide that would house our culture concentrations, principles, and core values — a guide that would be shared with every employee to proudly display on their desks and at their workstations.

In December of 2019, along with Keith Leibfried, Stephanie and I had the privilege of rolling out our first culture guide to our employees. It was a proud moment indeed!

2020 held high hopes! I was entering my second year in my dream job as Culture Experience Officer, and it was shaping up to be a year of opportunities. And then March blew in like a lion!

Perhaps nothing has stopped us in our tracks like March 2020 and the C word. For me, the C word at work was the massive Change (with a capital C) that was about to occur. And then, to compound the Change, was the word that was heard around the world, “Covid.”

Every day it seemed we were faced with new detours. I was adapting to a new leadership style, added responsibilities, and working from home. Not only were employees working remotely, many were now also teachers, daycare workers, care givers, and lunchroom staff to their families who were also home.

One morning I felt compelled to check on one of our employees, a single mom with an elementary school aged child. When I asked how she was doing, she admitted she was a bit overwhelmed with working and the added responsibilities of overseeing her child’s education, meals, after-school care, etc. This was just one of many who were experiencing the additional duties put upon us by Covid. The importance of our culture was driven home to me that day by that five minute phone conversation.

To me, culture is about connection. Whether it’s with the coworker in the cubicle next to you or a remote team member reporting from home, connection is critical to culture. It was brought into the light even more by Covid.

Culture did not stop because of Covid! Culture is not a switch we turn on when we walk into the office in the morning and off when we leave at the end of the day. Culture is who we are. You won’t find our principles, core values, and culture concentrations ornately framed and displayed in our buildings. Our beliefs and behaviors are framed by the interactions and attitudes of our employees toward fellow employees and customers. We know, own, and live our culture every day.

Our once in-person morning meetings, “Showtime”, entered the virtual world for the numerous employees who were now working from home, many for the first time in their careers. It was critical that our employees felt connected.

My team had daily morning calls to check in and check up on each other. There was one rule: Nothing work related was discussed. I soon discovered that not only was culture about connection, it was also about caring.

I began writing a weekly Culture Cares email to provide a smile or laughter and offer encouragement. I write from the heart and share personal life experiences from my children to my fur babies. I’m always amazed at how a simple story can touch someone. Almost every Friday I receive a “Thank you, I needed this today” or similar response.

We established culture committees within the CA program. Each CA serves on at least one of the committees. To be honest, this was a bit of a struggle for me because I believed I had to do it all. Today, I am thankful for the gift of delegation, freeing me to devote time to more pressing initiatives and, at the same time, allowing culture ambassadors to explore and embrace opportunities to shine.

A connected and caring culture results in a thriving work environment where employees are engaged and there is a sense of belonging, knowing that our contributions make a difference and benefit not only our immediate teams but the organization as a whole. A connected and caring culture values people, seeing and knowing them for who they are and valuing them as individuals.

First Federal Bank has proven again and again that culture matters and it makes a difference. Our 2021 and 2022 annual surveys included the question, “What do you like best about being a part of FFB?” The number one answer — culture. And Newsweek Magazine has named First Federal Bank as the Best Small Bank in Florida for three consecutive years. We’ve also been recognized as Best of the Best places to work, Best of the Best banks, and Business of the Year.

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In closing, Wendy shared her biggest lessons learned:

  1. It’s okay to delegate, allowing others to enjoy the reward.
  2. The soft skills are really the hard skills!
  3. Never give up! Failing is part of learning. The difference in leadership and caring leadership is 18 inches (head to heart).

Remember, your company culture isn't something that happens by accident. It's a conscious effort that requires consistent communication, leading by example, and a commitment to fostering an environment where values aren't just written on the walls but are lived and breathed by every member of the team. As a business leader, you have the unique advantage of shaping your culture from the ground up. So, seize this opportunity, and watch how a strong culture propels your business to new heights. Thank you, Wendy, for sharing your experience with us.

 

 

About Wendy Wynn, Culture Experience Officer at First Federal Bank

Wendy leads the Bank’s 37 culture ambassadors throughout Florida, Georgia, South Carolina, and Kansas and oversees the committees within the culture program. She provides culture and customer service training for local businesses and is instrumental in assisting them with defining and designing their unique culture. She has presented culture for BankersHub, Training Industry and HRO Today and is an accomplished writer and motivational speaker.

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