Engaging in Corporate Culture in time of Crisis<\/span><\/p>\n <\/h1> Corporate culture can be defined as the company\u2019s personality<\/strong>. It is the collection of critical behaviours, feelings, beliefs and way of thinking that impacts positively the company\u2019s productivity. As a combination of instinctive repetitive behaviours and emotional responses, corporate culture engages employees and makes them feel good about what they do<\/strong>. It can therefore be translated as an emotional energiser<\/strong>.<\/p>\n Corporate culture is always evolving and renewing itself<\/strong>. Sometimes it does not change at the same pace a company does <\/strong>so it might be hard for leaders to implement new values or a new cultural environment. Indeed, people are creatures of habits and will continue to evolve in a familiar and comfortable setting.<\/p>\n So how can leaders make their employees <\/strong>\u2014 <\/strong>who work from home by necessity in time of crisis <\/strong>\u2014 <\/strong>engage efforts in corporate culture?<\/strong><\/p>\n Working from home in time of crisis can make one feel isolated<\/strong>. Thus, regular positive communication is key in making employees connected<\/strong> in times of uncertainty and stress. Leaders should be able to communicate optimistically, provide transparency and show empathy<\/strong> whether it is with clients, employees or partners.<\/p>\n Creating balance<\/strong> is at the upmost importance. Being confined at home for an undefined amount of time might get people to panic about their situation (health, income, work-life balance\u2026). A solution would be to keep people engaged and far away from negative thoughts<\/strong>. Moving ahead with business as usual is the solution as it also means keeping the company\u2019s productivity at its best<\/strong>. To do so corporate culture is important and should be a priority<\/strong>. As we said before, it is a people energiser!<\/p>\n How to keep it up while there is no more face-to-face interaction?<\/strong> Well, we have many digital tools at our disposal that can help<\/strong>. Creating group chats whose sole purpose is to encourage humour and sharing day-to-day life in confinement to boost workers\u2019 moral is one solution. Another one would be for leaders to check from time to time on each employee individually <\/strong>through texts, emails, video chat, etc. Team meetings, virtual coffee breaks, etc. should be held more frequently to update each other to favour business continuity and sanity.<\/p>\n This friendly environment will allow them to be connected and share more easily any issue that might raise either personal<\/strong> (needing to be cheered up, needing to confine in someone) or professional<\/strong> (problem with a client, needing help to face a challenging situation, etc.).<\/p>\n Leaders should not forget praising, giving feedback and valuing their employees work<\/strong>. This will help them rally employees around the company\u2019s values and promote engagement, confidence and trust. Keeping everyone safe, busy and giving them goals will also help<\/strong>. Indeed, this will remind employees that what they do everyday is important and that they are part of a team that will not let them down.<\/p>\n Remote work in time of crisis does not mean being alone and isolated<\/strong>. It is an opportunity for employees to show how adaptable and strong they are but also to strengthen the corporate culture<\/strong> around their sense of commitment and resilience.<\/p>\n Corporate culture in time of crisis is based on a collective effort to stay engaged virtually!<\/strong><\/p>\n References:<\/u><\/p>\n Corporate culture can be defined as the company\u2019s personality. It is the collection of critical behaviours, feelings, beliefs and way of thinking that impacts positively the company\u2019s productivity. As a combination of instinctive repetitive behaviours and emotional responses, corporate culture engages employees and makes them feel good about what they do. It can therefore be […]<\/p>\n","protected":false},"author":7,"featured_media":22770,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_editorskit_title_hidden":false,"_editorskit_reading_time":0,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","myguten_meta_block_field":"","footnotes":""},"categories":[98],"tags":[],"class_list":["post-22771","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"acf":[],"_links":{"self":[{"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/posts\/22771","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/users\/7"}],"replies":[{"embeddable":true,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/comments?post=22771"}],"version-history":[{"count":4,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/posts\/22771\/revisions"}],"predecessor-version":[{"id":22777,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/posts\/22771\/revisions\/22777"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/media\/22770"}],"wp:attachment":[{"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/media?parent=22771"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/categories?post=22771"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/strammer.com\/en\/wp-json\/wp\/v2\/tags?post=22771"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n