Company culture has been a topic I’ve often avoided discussing, because it’s really difficult to build. I don’t claim to be an expert in it.  I’ve often described the culture in my organization as one of collaboration and growth, which is a great start, but we need more.  I think culture is so difficult to create because every person in every organization has their own opinion of what they think their culture is and how they perceive it can depend on whether they’re having a good or bad day.

Gallup research shows only two in 10 U.S employees feel connected to their company’s culture.  Company culture is EVERYONE’s responsibility, not just the CEO, vice presidents and department heads. 

I’m tackling the issue today because I’m just back from my favorite conference of the year, the International Maxwell Leadership Conference in Orlando, Florida with 3,100 amazing leaders from around the globe.  It’s named after New York Times bestselling author John Maxwell who has written more leadership books than anyone.  His current total is 90.

One of the many things I learned was that there are four levels of culture. The lowest level is a Complacent Culture.  You know what that’s all about.  Everybody is just doing what they’ve always done.  They’re going about business as usual. They may be doing good work but it’s the same old, same old stuff.  It’s the belief that things are good enough.  I have a pretty low tolerance for this one, because I’m wired for continuous improvement and growth.

The third culture level is a Culture of Compliance. Here’s the textbook definition.  “A culture of compliance is a set of values, behaviors and attitudes that guide people in an organization to adhere to policies, procedures and regulations.  It’s a process supported by many people to create an environment where everyone can say and do the right things.” This is a nice concept in theory.  I believe all organizations need compliance, but compliance alone won’t keep a business thriving.

The second level is a Committed Culture.  This way of doing business prioritizes long-term goals and values over short-term gains.  Here, employees are empowered to take ownership of their work, held accountable for their actions and are supported in their pursuit of excellence.  I’m a big fan of ownership and long-term goals.

The highest level is a Courageous Culture. This is a place that encourages everyone to speak up, solve problems, take smart risks and advocate for clients.  Forbes states leaders can foster this by cultivating an environment where people feel safe to take risks and are provided with a compelling reason to do so.  Here are some tips to help you do that.

Lead from possibility, not probability. Get away from the immediate and dream about the possibilities, five, 10 or 25 years from now. I think it may have be easier to dream about the future when we're younger, but as long as we're breathing, we're never too old to dream.

Enlarge the context: People want to understand that what they do matters.  Explain the why.  I can be guilty of overcommunicating the why, if that’s possible.  I’ve worked for leaders who never explained it.  They used my mom’s style of, “do it because I said so."  It worked for my mom but doesn’t really work for leaders.

Learn to unlearn: These days it’s critical to unlearn old habits and beliefs that no longer serve us. The first step is becoming aware of the fact that you need to change.

When we create a courageous culture, we’re building teams filled with problem solvers, customer advocates and micro-innovators.  In today's incredibly fast paced world, a courageous culture is our competitive advantage.

What level is your organization's culture? I don’t know about you, but a courageous culture is what I strive to develop, and I admit, I’ve got some work to do to get there.  Do you?