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Steve Medd of The Winning Formula

Expert opinion: The seven key areas of focus when creating a great culture

Firstly defining, secondly building, and finally harnessing the power of a shared culture is critical if you are to create a sustainable business that aspires to high-performance over the long-term.

Every business has its own culture but few take the time to clearly define it and ensure that it supports the businesses goals. Here is a list of the seven key areas that you need to consider when defining your culture, both now and for the future.

Once defined you must then decide which parts you want to retain, which you want to discard and finally any new cultures that you want to introduce.

Shared Assumptions, Beliefs and Norms
Like-minded people work much more cohesively and are way more productive than those with disparate views. How closely aligned are yours?

How We Treat Colleagues, Customers and Suppliers
Do we treat everybody we come into contact with at work with respect. Without respect there can be no trust.

What We Stand For
The company must have a bigger goal than just making or selling something. How do we benefit and enrich the lives of our customers and what level of service do we provide.

How We Behave
How do we conduct ourselves with our colleagues, in meetings or with external stakeholders? Is it in a way that has a positive impact on the way the business is run or perceived?

Our Rituals
These are the regular events or behaviours that bind us together. Do you go out once a month as a team, does the company always hold a lavish Christmas party or is every new employee sent a welcome card from their new colleagues prior to joining. All of these are rituals that help define the company culture.

The Language We Use
This is either the way that we speak to each other or the jargon that we use that outsiders wouldn’t understand. Does yours either positively or negatively impact your business?

The Behaviours We Encourage
What behaviours are encouraged either explicitly or implicitly by the company’s leaders and managers. We cannot say that we expect one type of behaviour and display the complete opposite. Congruency is critical in this regard.

Steve Medd is a business growth specialist with over 29 years experience in both the public and private sectors. Find Steve at