Corporate Culture Changes

If you train employees to build their personal brand on social media, they’ll be noticed, recruited and leave. 😱 Or worse, they’ll say something wrong, or share things that are not aligned with what you want them to say. This is a common concern shared by many organizations and their leaders. Let’s look at a different way to approach it. First let’s start with our mindset, and shift from fear to empowerment. Instead of holding back employees' visibility, let's celebrate their achievements and create an environment where they can flourish. Why? Because employees play a key role in brand visibility. Visibility of content posted on company pages has diminished over the past few years, employees play a vital role in closing this gap. At the same time the role of B2B social media has only grown: 🎯 75% of B2B buyers rely on social media as part of their decision-making process (SproutSocial) 🎯 96% of B2B buyers want content with more input from industry thought leaders (Content Marketing Institute) 🎯 84% of C-level and VP-level buyers are influenced by social media in their decision-making (IDC) Let’s activate your people safely. To do this you need: 📌 Simple, short social media policy Easy to read, provides guardrails to protect the organization and its employees 📌 Education and training Always-on access to the basics, plus opportunities to take more advanced modules focused on specific use cases 📌 Role models Show employees what good looks like. Be equipped to highlight leaders, sales professionals, marketers, SMEs, and social media team members that are walking the talk. 📌 Aligned goals Every employee has goals. Make sure they’re aligned to their manager’s goals, function and business goals, and organization goals. People want to be a part of soemthing where they can make a difference 📌 Organization culture Understand it and invest in creating a culture where people thrive. A place they want to show up to, where their voices matter and their points of view are valued. This shapes how people show up and behave where ever they are. 📌 Communications Weave social media guidelines, tips and best practices into your internal and executive communications 📌 Measurement Demonstrate the impact by aligning colleague activities on social media directly to organization goals and KPIs. Show the value generated as a part of your reporting What else can you add? Please share in comments. #SocialMedia #EmployeeAdvocacy #Marketing #SocBizExchange

We are seeing the green shoots of a new style of executive communications. A growing number of CEOs are posting Instagram-style videos on social media aimed at connecting with a younger, larger group of stakeholders. Blackstone President Jon Gray, a pioneer in the genre, recently posted a video of himself explaining the company’s earnings as he strolled down a long corridor at headquarters. The casual walk-and-talk, which appeared on LinkedIn, attracted more than 4,400 likes and 134 comments. It should be required viewing for anyone in PR, IR or executive comms. It’s a strategy I call DTS, or “direct to stakeholder" and it bypasses the traditional avenues of promotion: advertising and public relations/media. Gray’s video, while obviously not unplanned, still has the feel of one-take spontaneity. At one point a woman appears in the background and, realizing she’s in the shot, ducks out. The hallmark of the new style is being casual and seemingly not professionally produced. Videos are shot on an iPhone by a colleague or the person themselves. Written posts use informal language. The most publicized example was a pair of videos Mark Zuckerberg posted about Meta. One announced a new operating system and the other focused on their AR/VR headsets. The response to Zuckerberg was enthusiastic. Brett Dashevsky pointed out: “Zuck has gone full influencer. Mini mic and everything. Raw, authentic with minimal editing. This is the way.” Last week, Shopify President Harley Finkelstein shot his own up-close video on earnings. “Harley is bringing company presidenting into the 21st century,” tweeted PR guru Lulu Cheng Meservey, who recently wrote a “manifesto” urging companies to “go direct” with communications. The comments on Gray’s post were similar. One person wrote that the video showcases “the critical role of having an accessible leader/mentor.” Another said: “Public relations 301…graduate level communications with stakeholders.” Part of the reason the communication style is so notable is that it is so rare. Most executives opt for the traditional route of hiring agencies and rely on press releases, media interviews or coverage on CNBC or Bloomberg TV. The reality is that those avenues are not as effective as they were. Younger people don’t watch as much TV or read newspapers and the majority of mainstream media is behind paywalls. There is an advantage to producing your own content: You can tell your own story to a wider array of stakeholders, including employees. You can also interact with the people who comment. Many of the executives who leverage DTS-style communications are West Coast tech executives, such as venture capitalists Marc Andreessen and Paul Graham or the head of OpenAI, Sam Altman. Some CEOs say they don’t have the time to post online. That will likely change as more of their peers get in the game. Like Jon Gray, they just need to walk and talk at the same time. 

Every generation brings a valuable new perspective to the workforce. As leaders, it’s our job to ask, listen and learn from them to create a future of work that works! Gen Z and Millennials have proven they are champions of making real impact. And as a mom to two Gen Z daughters entering the workforce, I’ve taken notice. To them, purpose isn’t just a buzzword. Far from it! So as leaders, how do we adapt to this paradigm shift? For starters, we need to look at *why* purpose-driven work is so important to next-gen talent. Our new Deloitte 2024 Millennial & Gen Z report (read it here 📲 https://deloi.tt/3Xc1uM3) breaks down this shift in workplace expectations and how leaders can best help this next generation thrive. These key findings stood out to me most: 1️⃣ Purpose Powers Satisfaction: Alignment of organizational purpose with personal values is a driving force behind job satisfaction and well-being for 86% of Gen Z and 89% of millennials.     2️⃣ Work/Life Balance Reigns Supreme: Flexibility is a prerequisite, not a perk, and remains the top consideration for both generations when choosing an employer. As leaders, fostering environments that prioritize flexibility is paramount.    3️⃣ Optimism Amidst Challenges: While concerns about the cost of living persist, there’s a glimmer of hope as nearly a third of Gen Z and millennials anticipate improvements in both economic and personal finances over the next year — the highest percentage the survey has seen since before COVID-19.     4️⃣ Taking Mental Health Seriously: Only about half of Gen Zs and millennials rate their mental health positively, and with 30% worrying that their manager would discriminate against them over stress and mental health concerns, there’s room for improvement when it comes to speaking openly about mental health at work.    The next generation is clear about the support and culture they want from the organizations they work for — and it’s up to us as leaders to evolve with the workforce, and make the workplace set up for their success, and with it — the best work possible.   

TRUTH bomb of the day: People connect with people, not faceless corporations on social. This insight helped two merging health systems successfully rebrand without losing their employees' trust. When Beaumont Health and Spectrum Health merged into Corewell Health, they were up against: - 21 hospitals becoming one brand - 300+ outpatient locations needing alignment - 65,000 employees wondering "what's next?" The typical thing to do is to blast out corporate memos and hope for the best. (Spoiler: that never works) Instead, Corewell Health's social team did something different: They turned their EMPLOYEES into the voice of the brand. They leveraged 65,000+ people in their organization and empowered them to drive results! Using Hootsuite Enterprise they were able to: - Create one central hub for brand content (keeping 65,000 people across 300+ locations on-brand) - Make sharing authentic stories effortless (busy healthcare workers could share pre-approved content in seconds) - Monitor conversations in real-time (it became easy to spot negative sentiment early and adjust their content accordingly) And I’m still shocked by the results they generated: → 3M+ MORE impressions from employee-shared content →  2.5x HIGHER engagement than healthcare industry average (4.76% to 1.8%) → 50% DROP in negative sentiment since the merger went into effect (14% to 7%) The big lesson? 👇🏻 Your most powerful brand ambassadors aren't your ads or announcements. They're your people. When you empower employees to share their authentic experiences on social media, you build trust in ways traditional corporate communications never could.

RTO mandates won’t fix a broken culture. Here’s what does: The way we build culture has evolved. Here’s what research from MIT suggests actually creates productive workplaces: 1/ Dependability-based trust → Build accountability through clear systems → Follow through consistently → Make commitments visible 2/ First team mindset → Break down departmental barriers → Align on shared goals first → Prioritize team success over individual wins 3/ Personal user manuals → Share your work preferences openly → Document communication styles → Remove collaboration guesswork 4/ Team agreements → Set clear decision-making processes → Define communication expectations → Create shared operating norms 5/ Outcomes over attendance → Judge impact, not hours logged → Focus on deliverables, not desk time → Let results drive recognition 6/ Intentional gatherings → Design in-person time with purpose → Create meaningful connection points → Build community through shared experiences Culture is built through behaviors and systems. Not just shared office space. ♻️ Repost and follow Justin Bateh, PhD for more.

If there’s one thing I’ve learned about work-life balance, it’s this: It’s impossible to expect peak performance when employees are treated like machines. At first, you might think pushing harder or working longer hours is the key to success. But here’s the reality: Companies that treat employees like robots miss out on the potential of a truly engaged, productive workforce. Here’s what that looks like: ➔ Work hours with no room for flexibility. When people are pushed to their limits, burnout quickly follows. ➔ A "no-switch" mentality. Employees don’t have an on/off button; they need rest to be their best. ➔ Expectations without understanding. Productivity isn’t about more hours; it’s about balance, trust, and respect. A truly successful workplace recognizes that employees need more than just deadlines—they need the freedom to thrive. So, ask yourself: → Are you creating an environment that values balance? → Are your employees empowered to function at their best? → Are you treating people as people, not machines? If not, it’s time to rethink how you support your team.

Gallup's measure of "employee thriving" has hit an all-time low since they started measuring it in 2009 - just 50% of U.S. employees feel they are thriving in their overall lives. What's the impact of this statistic? When employees are thriving in life overall, they miss 53% fewer days of work due to health issues and are 32% less likely to be watching for or actively seeking new jobs. Beyond the business impact, we should remember that behind every statistic is a real human being - someone's parent, child, friend, or partner. Their wellbeing matters not just for productivity, but because it's fundamentally right to care about the people who dedicate a significant portion of their lives to our organizations. While there are many variables at play, creating environments where people not only survive but truly thrive isn't just smart business - it's our fundamental responsibility as leaders entrusted with the privilege of supporting our employees' growth and success. At a minimum, every leader should consider: -regular well-being check-ins beyond performance metrics (genuinely care!) -flexible work arrangements that support work-life integration -mental health resources and support systems #Wellbeing #Leadership #MentalHealth https://lnkd.in/ep-GyJGv

The “Great Reshuffling” has a new wishlist, friends. Gallup asked 13,000+ employees what they want in their next role, and the answers are fascinating. But what caught my eye was the need for work-life balance and wellbeing (61%). This isn't just about flexible schedules — it's about something deeper. It's about organizations finally recognizing that a burned-out workforce isn't a badge of honor. That "powering through" isn't a sustainable strategy. As someone who's spent years helping teams find white space, I see this as a watershed moment. Workers aren't just asking for permission to breathe – they're demanding it as a baseline requirement. My question to #leaders: Are you still trying to sell an always-on culture in an audience that's learned to value their off switch? #leadership #productivity #worklifebalance #employeeexperience

Yoga, meditation, pizza parties, and smoothie bars often get a bad rap—or become easy scapegoats—for ineffective wellness strategies. But these activities can support well-being when used alongside deeper organizational efforts. Real change only happens when organizations tackle the core drivers of burnout and embed well-being into their core values and culture. This includes: • Fair workloads and staffing levels to prevent chronic overwork • Clear roles and expectations to reduce confusion and stress • Psychological safety so employees feel comfortable speaking up • Supportive leadership that models healthy boundaries • Flexible schedules and work options where possible • Opportunities for career growth, learning, and personal development • Effective communication and alignment to reduce unnecessary stress • Access to mental health resources and peer support networks Sustainable and holistic well-being isn’t served by isolated activities or “wellness programs.” It requires building a culture of joy, purpose, and connection where people feel valued and empowered to thrive in their work and life. Have you seen organizational cultures that get this balance right? #JustOneHeart #Wellness #Leadership #Culture

Your current corporate culture is a design constraint, which means some #customerexperience elements will work better than others for you. 🎙 The constraint of company culture is what I cover in the latest edition of the #CX patterns podcast. 👉 It is important to make your culture more #customercentric. 🛣 But that is a long-term project that takes 5 years or more. ⏳ While you're waiting, understanding your current culture will help you understand what is possible, or not. Let me share two example corporate cultures to show you how this plays out: 💠 Company culture #1 is hierarchical, top-down. Executives make deciscions, communicate them, and they are fulfilled by rank and file employees. 📣 If the executives of this company want great #CX delivery, they merely need to mandate it, and it will be so. Except it won't be so. 🗺 Employees at this company follow direction faithfully, but that will never deliver an exemplary customer experience. ❓Why not? 💡 Because so much of what makes experiences memorable to customers are when employees go off script, tailor their experience delivery to the context, the moment, the emotional needs of the customer. Command and control cultures don't allow for that. ❓What can the company do? Mandate a much more limited version of its intended experience. 🔎 Focus on standards, repeatable elements of the experience that are fine when delivered the same way, every time. 💠 Company culture #2 is at the opposite end of the spectrum. Power is decentralized, employees enjoy autonomy and are trusted to make decisions. This means that they can react in the moment to tailor the experience to the needs of their customers. ⛓ But they can't create consistency across the organization. Their colleagues are unlikely to take up their best practices, preferring to develop their own. 🏔 This culture will have moments of brilliance, but inconsistencies across the end-to-end expeirences that customers will notice. ❓ What can this company do? ☀ Bright-spot analysis. 🔎 Devote significant resources to identifying what is working in pockets in the organization and scale those best practices whenever possible. In reality though, this corporate culture won't yield examples of bright spots that get scaled to all employees. ➿ And so it will be a never-ending research and replication process. 💡 CX teams must understand the realities of their culture, and then work within those constraints to create the best possible experiences for their customers. 🎙 For more on how to wrestle with the constraints of your current corporate culture, listen to the latest episode of the #CX Patterns podcast (linked in the comments). 🤝 And please share the constraints that your company's culture creates for your CX delivery in the comments.