The Humble Earthworm
I’ve just finished writing a corporate story, using an analogy of the everyday actions of an earthworm, of all creatures. Not that there's anything bad to say about the earthworm, but we see little of them, until it rains, or they're carried away, wriggling in a beak. That's too sad to contemplate. In reality, they're busy little things. Earthworms are vastly underestimated for their impact upon the environment, yet billions of them do good for our planet each day. The corporate story continues to demonstrate how the small good deeds and positive actions make a collective difference to an organisation. In the earthworm's case, it's the difference they contribute to our beautiful planet.
That leads me very nicely onto the impact of every day actions in the workplace and the ripple effect they have in the environment. Good deeds and kind words spread quickly, but so goes gossip and badmouthing others.
Luckily, successful organisations are characterised by their strong values and guiding vision that communicates what behaviour is appropriate and what is not. If these values are widely shared across the organisation and are reflected in the everyday actions of employees at all levels, both individually and collectively, then there is a strong behavioural element to the company culture. It is lived by people, and therefore it is vital that organisations are clear how they support and embed the culture in a way that motivates its key assets.
There is no single best culture
Understanding the ways of working and the impact this has on the strategy and growth of the business is crucial in any senior manager’s agenda. If you were asked ‘What is the Optimal Culture?’, how would you describe it and, perhaps more importantly, how would you describe the impact it has on the strategic and operational issues within the business?
Creating your Story Questions
Questions will vary depending upon your own needs, how established your business and culture really are, and how you behave daily, just like the earthworm. Here are some questions I tend to ask to dig into the intricacies of cultural webs that companies often weave.
- What are some of the stories that you would hear about the business?
- What core beliefs do these stories reflect?
- Do stories relate to: strengths or weaknesses? Successes or failures? Conformity or mavericks?
- Who are the heroes and villains?
- Which routines are emphasised in the stories?
- What behaviour do stories encourage?
- What everyday actions contribute to organisational success?
- How do you share these?
Once you have completed the analysis of this output, take time out to identify successes, and how these can be shared. Bear in mind, some of this pre-work and analysis can take weeks and months!
Start simply and build your story from there. Every employee will have a different perspective of their own, so the key is to create stories that captivate hearts, single out the good deeds, and help to create positive change.
Many companies share their stories, in-house and externally. If you don’t, you may be missing out on an invaluable branding opportunity, as well as a cultural change agent. And, if you need assistance in developing your brand or leadership story, we can help you map this out and write it. Just get in touch through the contact form.