The power of a culture statement

A culture statement helps colleagues make day-to-day choices that are grounded in organizational values

culture flagOrganizations are collections of people.  Everything that a company is and achieves results from the thousands of day-to-day choices that individual employees make and the actions they take.

But what guides us in making those choices?  Of all the things a person might say or do in a given moment, what influences behavior?  In our view, the culture of an organization is a big part of it: the norms, the unwritten rules, the assumptions about “the way we do things around here.”

When a leader wants a company to do or be better, she may be well-served by getting a clear view of the unspoken rules of culture and making them a topic of direct conversation.  By involving colleagues in defining the way they want to behave and the way they want work to feel – and sharing the results widely – leaders can help everyone create a workplace culture that inspires the best kinds of choices.  When working with executives on culture diagnostic work, we often help craft a culture statement to serve exactly this purpose.

But, we realized recently, we’ve never done one of our own.

So, at an offsite meeting, we took turns sharing our view of what Kenning is and can be.  We drafted the results and share them below.

If you are interested in talking about the culture of your organization, Contact us.

 

Kenning Associates Culture

At Kenning Associates, we concentrate on being three things: Collaborative, Transformative, and People-centric.  We apply these concepts to everything we do, whether we are developing new material, facilitating the growth of our clients, engaging in business development, or even just getting together for a meeting.  These terms are our cornerstones, and we judge our actions (individual, collective, and organizational) by them.  If we find we are not living up to them, we review them and determine whether the terms need to change, or our behavior needs to change.

To ensure we look at these terms from the same perspective, below are our organizational definitions.

Collaborative – As a professional home, Kenning appreciates the distinctiveness of each individual, identifying and respecting the uniqueness of who they are and how they align toward collective action.  Together, we provide a safe, trusting space to share ideas with transparency, simultaneously pushing each other to achieve clarity in cooperative thinking and learning.  We balance the needs of each individual, while working together to contribute more than we each could alone.

Transformative – Kenning is a forward-thinking organization, generating ideas to challenge the status quo and to assist our community of partners in seeing themselves and growing their capacity.  With our colleagues, we will co-create non-formulaic solutions to meet evolving needs and requirements.  Kenning’s dynamic thinking will make new things possible.

People-centric – Kenning recognizes its strength comes from its people, and as such, we understand that the advancement of our clients is equal to the development of our individuals.  We will empower our people to have the freedom to construct a magical experience that drives them to greater growth for themselves, their colleagues, and for the firm as a whole.