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According to many studies, 2 out of 3 Americans hate their job.
Not just “dislike,” or “can’t wait til Friday,” or even “meh.” Most Americans really do hate their job.
In my experience, it’s rarely the work hours that cause this hatred. It may be tied somewhat to compensation, but less than I initially believed. The longer I study workplace happiness, the more convinced I am that culture is the lynchpin to building an awesome workplace.
We’ve been studying it for a long time now as we have built our team. And we have been fortunate enough to win several awards. We were honored to be named Entrepreneur's #1 Company Culture a while back, which led to us writing a book about what we’ve learned about building an irresistible workplace.
Here are seven key indicators I’ve learned along the way that point to a great staff culture.
1. There are measurable and attainable goals for staff members.
If you ask anyone in our office what their goals are, they would be able to tell you not only what their individual goals are, but also their team goals and company-wide goals. Every staff member has individual goals - and often personal goals as well, regardless of what department they are in. Too often, in the corporate world, that's not the norm. Do you know what the target is for your company? Do you know your individual target? Most people list this as their number one need in succeeding at work.
2. Staff members are involved in setting their own goals.
Do goals come only from the top down, or is there room for team members to voice what they believe would be a stretch goal for them? Being a part of setting your own goals, alongside your supervisor, helps give you some options and provides an opportunity to take some personal ownership of them. You are more likely to be invested in achieving a goal if you helped form it.
3. There is a company-wide performance-based bonus structure.
Having a company-wide bonus pool creates a “we are all in this together” mentality. That way, every team member knows that their contribution to the company matters , and if they do their work with excellence, regardless of their role, it makes a huge difference. In my experience, a company based bonus breeds an “owners’ mentality” that leads people to work longer, care more, and perform at higher levels. It’s awesome to work in an atmosphere where every team member is invested in each other’s work and willing to jump in and help when needed.
4. There are staff values that are quotable and relatable.
Our company values are a huge driving factor in how we do business. Wow-Making Excellence, Ridiculous Responsiveness, and Contagious Fun are among our nine core values. These are easy to remember and clear without needing a whole lot of explanation. Once those values are spelled out, and once they are lived out, they will begin to show up all over the place. It’s very common at our office to see a quick response to an email signed with #RidiculousResponsiveness. Clear goals and a clear code of culture create an atmosphere where everyone knows the goal, and how to behave while getting there. And that makes for an awesome workplace.
5. The physical office space is inviting.
When I started our company, I was terribly allergic to overhead (and, truth be told, I still am) and a firm resister to working virtually. But over the years, I’ve learned that investing in a great office space leads to employee happiness, retention, and believe it or not, conversion of visitors into customers! We haven't spent a ton of money. Furniture is from IKEA, the floors are concrete, and we’ve tried not to waste any space. But, our office is comfortable and inviting and also very functional. It’s one of the first things people comment on when they visit us. Houstonia Magazine even named us “Best Office Space” in the city this year, in a special feature about Houston's Best Places to Work. Overhead isn’t fun, but don’t underestimate the value of a great workspace.
6. The leadership team is accessible.
When we built our space, the realtor showed me the super nice area (and view) for the “corner office” that the CEO would naturally have. We were building from the ground up, so I said, “No, this will be the break room. Put me in the back.” I have a beautiful office, but it’s in and among our people. Sure, I can have private meetings, but every wall is glass, and every door is open to all. That idea was born out of necessity when the firm was smaller, but as we've grown, it's grown into a value we strive to live by. The more companies I studied as I wrote our book on culture, the more I saw that access to senior leaders was a dominant best practice among great workplaces. Do people at your company have access to the CEO? Do they have access to team leaders? At a company with an excellent staff culture, you shouldn’t have to jump through hoops to chat with your leadership.
7. Staff members hang out after work hours.
Do you see people interacting outside of work hours? Are people running for the door at 5 pm, or are they open to spending more time together outside of work? I recently went to dinner and then headed to a Houston Rockets game after work with a group of coworkers. We are all truly friends and care about one another. I’ve come to believe that the amount of time workers spend together after hours is a direct indicator of their happiness while at work. How often does that happen for you?
What would happen if instead of ⅔ of the workforce hating their jobs, you had a company where ⅔ of your people love their job? I think you’d have better retention. I think you wouldn’t have to recruit (and certainly wouldn’t have to hire Vanderbloemen). I think a winning culture is a competitive advantage that could set your team apart and cause you to reach new levels of victory.
Having a culture people enjoy will put you on that path.
