Beyond Buzzwords

International keynote speaker, Jeff Dewing is a Top 50 Workplace Leader, author of Doing the Opposite, and CEO of Cloud. Here he gives his blueprint for creating a strong company culture where wellbeing plays an important role.

Company culture/community is more than a buzzword. When cultivated effectively, it becomes the silver bullet that propels your team towards success, delivering tangible benefits for your business. A strong company culture extends beyond policies; it plays itself out in the daily actions and decisions made at every level, starting with the CEO. 

Strong company cultures are associated with higher productivity, employee engagement and profitability. PWC’s 2023 Global Workforce Hopes & Fears survey found that purpose, company culture and inclusion remain key to employee concerns. Among workers who said they are likely to change employers, less than half (47%) said they find their jobs fulfilling compared to 57% of those unlikely to change employers. It’s up to us as leaders to create more meaning and fulfilment for our teams by creating the right culture. 

As the CEO of Cloud with a team of 150+ employees, I understand that it’s about the way you make people feel. Not only is it the right thing to do, but in doing so, people are energised to perform at their best. Let’s delve into the fundamental pillars I adhere to for creating a positive company culture and community. 

Setting the tone from the top

CEOs influence the organisation’s ethos from the top down. Leadership plays a pivotal role in shaping and reinforcing the desired culture. Examining this influence and implementing strategies to actively participate in cultivating a positive culture is vital. 

But it’s not just about the C-Suite. Transitioning managers into coaches is pivotal for unlocking the full potential of teams. Unlike traditional managerial roles that often focus on directive and authoritative approaches, coaching fosters a more collaborative and empowering environment. Managers-turned-coaches are adept at recognising and nurturing the unique strengths of each team member, aligning individual goals with overarching organisational objectives. This shift also enhances communication, building stronger relationships within the team.

Reframing failure as a positive 

I’m a big believer that there’s no such thing as failure, only learning moments. Creating an environment where it’s okay to fail encourages learning, growth and accountability. If people are afraid to fail they’re unlikely to try new things or suggest different ways of doing things which is detrimental to your business. 

Additionally, Black Box Thinking – which argues that the key to success is owning up to failures – is fundamental, creating an environment of continuous learning. My business once lost £150,000 due to an employee’s error but the fact this person owned up to it meant I learned about a dangerous flaw in my business that could have been even more destructive left unchecked and if they hadn’t felt comfortable being honest with me. 

It’s not just about the paycheque 

Employees seek more than just a paycheque. What truly makes a difference is cultivating a culture that empowers employees to pursue their unique interests within their roles. Take, for instance, Google’s renowned ‘20% rule,’ which encourages employees to devote one full day per week to exploring side projects aligned with their genuine interests. This approach has directly contributed to the development of products like Gmail, AdSense, and Google News. 

Recognising and addressing human needs for autonomy, mastery, and purpose — granting individuals a voice in their destinies, opportunities for skill refinement, and involvement in impactful projects — not only results in a more committed and engaged team but also harnesses the full potential of the enthusiastic and creative individuals you hired in the first place. When employees have both freedom and clarity on business objectives, the possibilities are remarkable. 

At Cloud, we give staff two paid hours per week for reflection which may seem unconventional, but the benefits are undeniable. It’s a time for personal growth, a moment to recharge, and it’s paying dividends for both our team members and the business.

Prioritising wellbeing

At Cloud, we invest in our staff by focusing on enhancing resilience across five essential strands: emotional, social, physical, spiritual, and mental. A rounded approach is necessary to support our team in facing the challenges of their professional and personal lives. As part of our commitment to mental wellbeing, we have mental health training available. It’s also important to conduct regular employee engagement surveys to ensure you’re continuously reacting to the needs of your workforce.  

Moreover, we take proactive steps to go beyond the conventional work environment by organising Cloudfest, our annual sustainable festival. This unique event gives access to a variety of wellness activities they may never have tried previously, ranging from rejuvenating yoga sessions and therapeutic sound healing to hands-on bushcraft experiences. We not only prioritise the professional development of our team but encourage good habits and empower them to have fun and be themselves. 

Embracing radical flexibility

Gartner talks about radical flexibility – a concept I’ve wholeheartedly embraced. It’s not just about when and where employees work; it’s about who they work with, on what, and how much. Our team members aren’t just employees; they’re individuals with unique identities, motivations, and challenges. 

When businesses face challenges in attracting staff to workplaces, it often stems from addressing the wrong question. Renaming offices as ‘collaboration centres’ doesn’t solve the core issue. The real concern is that employees want a say in when, where, and how they accomplish their tasks. At Cloud, our employees can work wherever they like and we’ve redesigned our office to go beyond traditional setups so it’s a fun and productive space to collaborate (if people choose to come in), with sofas, TVs, pool tables and even karaoke so people can unwind together. It’s also open 24/7 for employee use and not just a place to work; it’s a space for mother and baby groups on weekends and employee birthday parties. 

HR’s role in cultivating culture

HR professionals play a crucial role in aligning human resources practices with cultural goals. Collaborating with leadership, they can implement effective onboarding and training programs that integrate employees into the cultural fabric. Continuously monitoring and adapting culture initiatives ensures they stay relevant to the evolving needs of the workforce.

For example, many misunderstand employee retention, viewing it as something that starts after a new hire settles into their role. However, retention begins right from the initial interview when an individual first encounters the company. At Cloud, we’ve abandoned traditional interviews and instead invite candidates to our offices to experience a typical workday and participate in group tasks. This approach ensures a better fit for both parties as the interview sets the stage for ongoing retention and loyalty, building the foundation for the entire employee experience.

I’ve witnessed firsthand the transformative impact of our commitment to fostering a positive company culture, having more than doubled our engagement levels compared to industry benchmarks. Beyond being a strategic choice, our dedication to creating a thriving culture reflects a genuine commitment to the individuals who drive our success. I’d advise other business leaders to invest in creating the right culture and it will become a catalyst for innovation and fulfilment, ensuring your sustained success in the dynamic business landscape.