And as a result, those cultural norms that were once reinforced every day when people shared physical spaces began to shift.<\/p>\n
What Happens to Your Corporate Culture When Norms Change?<\/h2>\n
Corporate cultures are always evolving. According to Andre Keil of our coaching practice<\/a>, that\u2019s one reason why it\u2019s hard for organizations to define their culture: \u201cThe whole thing about culture is, there\u2019s a visible component and an invisible component. There\u2019s the way things are supposed to get done, and the way things actually<\/em> get done.\u201d<\/p>\n Along the way, some behaviors get rewarded, while others get punished. \u201cYou may have certain leaders who behave in ways that are \u2018against the rules,\u2019 but if people see them continue to behave that way without getting punished, it\u2019s likely to become normalized \u2014 and those behaviors become a part of your culture.\u201d<\/p>\n In any environment, an organization\u2019s culture shifts as its people make judgment calls about acceptable behaviors, and then adapt their behavior to establish new norms.<\/p>\n The pandemic and its aftermath is a great example, because it precipitated this huge shift in how we work, and because of that, new ways of conducting business have to be established. Leaders must seize this opportunity to become involved in setting norms for their new remote work culture.<\/p>\n \u201cIf leaders aren\u2019t involved, people will establish their own ways of doing things,\u201d Keil says. \u201cAt that point, you\u2019ll have less influence.\u201d<\/p>\n In a virtual environment, building culture starts with building trust. When your team trusts each other, they\u2019re more willing to work together and to align around a common purpose. Trusting relationships and candid conversations are the backbone of cultures that demonstrate open and honest communication. Put simply, better conversations yield better culture<\/a>.<\/p>\n Yet in many cases, conversations that happen virtually may lose some important context and nuance. As a result, relationships suffer, and so does your (remote) work culture.<\/p>\n If you\u2019re managing people who are working from home or located elsewhere, it\u2019s critical you improve your virtual communications<\/a>. Schedule one-on-one conversations to find out how your direct reports are doing and feeling and what\u2019s important to them.<\/p>\n \u201cAs leaders, we have a tendency to want to solve problems and get into tasks and be directive,\u201d Keil says. \u201cBut in order to build ownership with your direct reports, you have to ask them questions like, \u2018How can we best work together in this environment?<\/em>\u2019 \u2018How do you prefer to communicate?<\/em>\u2019 and \u2018What kind of support do you need?<\/em>\u2019\u201d<\/p>\n When you talk to your people, make sure you listen closely for facts, feelings, and values, advises Keil. \u201cIf you\u2019re a leader who is generally task-focused and you suddenly find yourself managing remote employees, resist the temptation only to focus on facts when you communicate. Otherwise, you may overlook people\u2019s feelings and values, which is what motivates them and drives their behavior.\u201d Listening is especially powerful in the virtual space<\/a> to help you learn what matters most to your team members.<\/p>\n During meetings, ask people to summarize what they\u2019ve heard in order to avoid misunderstandings and to give you an opportunity to clarify points of confusion. Pause frequently for questions, and accept them with enthusiasm to create a more psychologically safe work culture<\/a> where people feel comfortable speaking up.<\/p>\n As an executive coach, Keil hears a lot of frustration from leaders who feel that their days are now consumed with virtual meetings.<\/p>\n \u201cBefore you schedule a meeting, think about whether that\u2019s really the best channel for communicating,\u201d Keil advises. \u201cThere\u2019s a lot of meeting fatigue right now, which is coming from attending video or web conferencing meetings all day long, and then not having enough time to do other tasks, which leads to overworking and burnout<\/a>.\u201d<\/p>\n This is a great opportunity to talk with your employees, find out their preference for communicating, and set some parameters that everyone can follow. Lay some ground rules for when an email is appropriate, versus a phone call, versus an online chat. For example, some organizations have decided that email is the appropriate platform for sharing updates, while more interactive tools like Zoom are better-suited for problem-solving. So consider which virtual collaboration tool or approach<\/a> would be most helpful, and discuss with team members.<\/p>\n Once these guidelines become a part of your virtual corporate culture, you\u2019ll be less inclined to make a knee-jerk decision that your team needs a video call every time you have a quick update to share. For more guidance on how to unify a remote team, check out our best practices for managing virtual teams and meetings<\/a>.<\/p>\n Watch our webinar,\u00a0Leading Remote Teams When the Stakes Are High<\/i><\/a>, which covers the mindset, skill set, and tool set needed to effectively lead remote teams.<\/p>\nBuilding and Maintaining a Remote Work Culture<\/h2>\n
5 Tips for Leaders<\/h3>\n
![\"Infographic:](\"\/wp-content\/uploads\/2020\/07\/remote-work-culture-infographic-center-for-creative-leadership.png\")
<\/a><\/p>\n1. Foster trust through strong communication.<\/h4>\n
2. Use appropriate communication channels.<\/h4>\n
Access Our Webinar!<\/h3>\n