Creating An Awesome (Work) Culture

An "explosive" episode in which I talk about good and bad culture covering the workplace. I also share horror stories (mine and others'), what I learnt and tips on creating positive cultures across different area of your life i.e. work, school, universities, volunteer work, etc.  

Disclaimer: no names (individuals & companies) have been used. 

As always, subscribe, rate & review and share with your family & friends. 

Transcript

so we're culture is kind of picked up steam in the last few years, especially to LinkedIn where people share, you know, work stories looking for the jobs. I mean,  job hopping is becoming more common in. Nasty people and be called out awareness talk and wellbeing is on the continuing rise.

And then, you know, companies have to do more to retain talent as well. So today my topic is about, you know, how to create an awesome work culture dough this episode just because the episode name has work, I don't want. This episode or people to think that it's just we're professionals, it's a volunteers, project groups, you know, so for example people in study groups at schools, universities, clubs, online groups and also people looking for a job, you know, first-time mid-career so you know what to look for a culture will not to look out for I'll share my experiences.

But bad horror stories. That's, you know, about horror stories, some good stories, as well as some good monitors I've had you know, just tips to how to create a star, creating an awesome positive culture. Though before that, hello, everyone. Welcome to the aging millennial with Amar, your host and hope you had a great week.

Great week. Great, great week. It is almost the end of the year. And you know, hope you're having a good holiday if you're on holiday and if you're not, then hope you're enjoying whatever you're doing. So a quote by Jack Welch is no company, small or large can run over the long run without energized employees who believe in the mission and understand how to achieve it.

And there's another one by Patrick White seal, you can have all the right strategies in the. If you don't have the right culture, you're. And I think that's, that's a, that's a great one because it's, it's, you know, culture is really important. And you know, I've worked for two FMC organizations. I worked for a small one small consultancy.

I've had about nine different managers and I've worked across different cultures as well. So I've had the opportunity to opportunity to work in the UK. Pakistan Russia, Turkey and South Africa. So have a good, fair sense of, you know how some work cultures work and I've got the, I'm really thankful to God for giving me the opportunity to work with professionals from different backgrounds.

I, you know, just taught me a lot as well. And there's some experiences I'm going to share with you now. Some horror stories from. And how they've destroyed culture and how it stems from culture. And this is based on my personal experiences though also from interactions with family and friends and hearing their stories as well.

So I don't know. And some of you, I'm sure most of you, not even some of you, but most of you will be shocked act, you know, hearing some horror work stories and. I believe not anything. I believe that this, this kind of, these kinds of stories really show what kind of culture the organization has and you know, how, and these are red flags.

So I was speaking to some people I wouldn't say when because I would give out, you know, which organizations I taught, I'm talking. But I, you know, I, we, we were just discussing but performance feedback and you know, why people don't get promoted and you know, what the, and how the culture is when it comes to promotion and, you know, getting people ahead of the curve and helping them in their careers.

And this guy told me that, you know, some people don't get promoted because they're fat. And one of the people actually got told by senior management, one senior guy to lose. So if it was done once it's rude, but it was done three times and you don't, the problem is that if everyone thinks like that, or everyone holds the same or judges the people the same way in a work.

Then it doesn't really need to be discussed in the tongue view because subconsciously everyone's thinking that that guy wrote this fat as it should, and doesn't deserve a promotion. And I'm just shocked. Firstly, at the basis of, you know, a basis of of promotion of, you know, how your weight kind of comes into play it shouldn't at all.

It's completely irrelevant though. This is happening in the 21st century as we approach 2020. And other piece of feedback, you know, this guy can't be sent on an international assignment because he doesn't wear global breads. So he would have been sent on an Sasha assignment if his shirt was showing a global brand no-go, but in, for like a Hugo boss or our Tommy Hilfiger or Ted baker and so forth.

But it doesn't. So he shouldn't be sent in an Sasha assignment because it would send a bad image of the company that sent him. You know then, you know, based on my experience, I didn't get a role because I didn't go in line with someone after I visited some of the stores. Then this other guy was coming into the team and one of his managers said informally as a joke, you know?

Oh, that guy is so you know mid tier ish, mid priced here. And honestly, some of you might be thinking of joking. And I was thinking I was being joked with, but this is actually true feedback. This is feedback on why some people don't get promoted or don't get ahead of others and why some people are preferred over others.

And this really shows the culture, how it's ingrained into the culture, how people think, how people working there, think what the thoughts are like, what their, you know what, what their bringing is like. And it's difficult to challenge that because you need to change that mindset. And if everyone is thinking like that, a majority of people are thinking like that.

How would you bring that change? You know, other cultures, you know, people get bullied based on so many different things. I had, I had a colleague who was bullied based due to his sexuality and that person to report it to HR, but they did nothing. And that person had to leave the company. And it's really, really sad.

And other person, you know what the culture, this really shows the culture of the company, but the culture, but. Got picked on because of his dark skin color. And that person had, was called dark in, passing in a passing joke by everyone. And he had to answer back though he though he knows that the culture of the company and he answered back in a jokingly way because he knew that if you were to HR, nothing would be done about it.

And then this other person you know I was told he smells too much. And then we start smiling too much. He was told he smells too less. So it's really shocking guys, how some work cultures and some cultures are, you know, and these are the places. These are the environments where people are supposed to thrive are supposed to be themselves, are supposed to develop as people as professionals.

And then I remember once, you know, I didn't do what the top, one of my indirect managers said, just because I didn't agree with him. And he started ignoring me in the workplace this very childlike behavior. But know this is what it is and these kinds of cultures and I'm sure there's much more to this and do share some of your experiences.

Because some of you may have got some really bad experiences or heard other people's bad experiences, and it might be hard for you to talk about it though. Whatever you share with me is anonymous. And you know sometimes it's always good to, you know, get something off your shoulders if you want.

But these cultures produce bad people. So I remember I was I had worked with someone and that person lied about. About their spouse, you know, how they met, where they studied, where that person studied where that person worked. They were lying about, you know, their spouse, having a much more important job traveling globally.

I and all that. I don't know. I don't know whether it was because of the culture that person had to lie and make up stuff about their life. And trust me, I know they made that up because I did some research. I had some time and I did some research or some days with the federal colleague and yeah, it turned out that our managers were like though, I don't know if it's a product of bad culture.

This is what they've taught. You know, sometimes these kinds of people are supporting the organization. In other manager I knew you know, got anal about her team coming five minutes late. And then once I remember we didn't include all her managers in our WhatsApp group. And I mean, everyone has WhatsApp groups without their monitor.

Right. It isn't a big thing though. That person felt really offended and they do drew a diagram on, you know, what they were. And where that feeling comes from. And we were shocked. We were shocked. We were like, you know fine, you know, you, you told us you don't like it, but you don't have to explain to us where these feelings come from.

And also, you know, being five minutes late, who cares as long as they're getting the job done, who cares? So these kinds of cultures, you know, if you're working this place, it really creates feelings of resentment. Creates feelings of fear. It creates feelings. It creates so many different feelings. I mean, another example based on me, you know, it was I once saw eight missed calls for my manager on, on, you know, on a certain platform.

And I called that manager back and they said, you know, it was just a check to see if I was working completely ridiculous. And then, you know, this other modern jury countered where they would call people's slides crap. They would undermine people's efforts. They wouldn't even appreciate the effort.

They would say, never show these slides ever again. I never want to see them. This, you know, some people have mood swings, you know, sometimes they're shadowing it to you. Sometimes they're nasty to you and sometimes they're Uber and overly nice to you. So you just don't know where the fear is. And these work culture is these organizations support such people, which is, which is ridiculous.

I remembered one workplace is a colleague of mine. Her uncle was coming into town and they were going to meet up at 10 years at an urgent request, came through. And she asked her manager, if she could leave, you know, her uncles in town and her manager refused, said, you have to get the work done.

And that poor girl had to stay till midnight, that her manager wouldn't help her, her manager left. She had to do it. And the girl didn't get a chance to spend more time with her uncle who she would see after 10 years. So, you know, it's really it's really sad that, you know, organizations. Support such people, because these people who go into leadership positions or go into modern positions, shape the culture, shape their team's culture, and that team's culture kind of trickles down and, you know, has a knock on effect on other teams as cultures.

So it's, you know, I'm sure they're more, you know, they're there's so much more like I've listened to a recent story where people get promoted because of who they know in the organization, even though they're crap at their. They, they get promoted because you know, the P person who promotes them Israel to that person, or is reporting into that person's family member.

I don't know, somebody knows. I've seen, I've seen in front of my eyes, senior people use juniors for as their scapegoats to get out and they put them in trouble. I I've heard of stories where you know this person who's doing a shit job, but he couldn't get fired because one of his top family member of his family member was just top positions.

But as soon as this family member left, that person got fired without any explanation. And then I, I, and then also this other person got fired because the, the, the person who. Hired him did not get along with his manager. Completely ridiculous, man, honesty other hard work stories, you know, I've.

I have a friend who works in a place where they only get maximum two coffees a day. And if they miss the time they don't get that coffee, honesty. These are stories. I do share, I do share your stories as well. I just keep. Getting surprised day by day, though in contrast to some great stories as well.

I have worked with some great people and great managers. My manager, there's one particular manager who kind of encouraged me who, you know, took a gamble on me, but gave me that space to bring in my ideas, to shape my work the way I wanted. To expand my role from the core things to, you know, taking on more responsibility and to influencing different parts of the business supporting my ambitions, my aspirations, guiding me, you know, being a mentor letting me present my work to senior management rather than you know, taking credit for it.

And I've known, I've worked at people. I've worked with managers who take credit for the work you've done. You've done. I don't even appreciate. That when they're presenting. So they kind of flag it off as their own effort. I've had managers who, you know, who've not contacted me outside working hours or on the weekends, and if they had, they apologized and then I've had managers, who've not apologize at all who booked meetings on Sundays because they had to get their work done or their.

So you know, culture really does make a difference. I worked in organizations where, you know, we've got, thank you, gifts, Christmas gifts, New York gifts. But then other organizations, we've got nothing of this sort, no appreciation, nothing, you know, sometimes you just, you know, the words aren't just enough.

You need, there needs to be action as well and you know, gifts and all that stuff do help. I've worked in places. You know, I've got a great inductions and great onboarding versus organizations where I've got shit onboarding, completely crap onboarding. And I had to do everything myself or colleagues had to do it for me.

So, you know, there, there, there are huge differences there, everyone experiences, good stories, every good experiences and bad experiences as well. And I'm happy. I'd have to share both because bad stories have always taught me how not to be. I do know that that kind of brings me in nicely with how can you start to create a positive culture at your workplace or in a team project or anywhere you're working out or anything you're doing.

So I think first and foremost general ethics have to be applied everywhere in general. Ethics mean, you know be nice, be courteous, be be respectful regardless of anything, regardless of gender, race, religion, creed. These are just ethics. Don't lie, be honest. You know, other won't be empathetic.

So listen to your team. This is your colleagues ticks into your team. Listen to your project. Team members, understand their viewpoint, be understanding of their situation. For example, if they're sick, don't make them work. I've had, I've heard of cases at work where people had COVID and had and were made to work at home.

And these people were coughing, you know, on the phone call had really we're in a really bad state, dope. There was no remorse and they, and they were working. And I've seen that. And I think, and I asked them, why were you working? They're like, oh, because if we go on leave, we're S we're deemed as weak people.

And that really shows the work. You know, when your empathy also means, you know, giving confidence to what the other person is saying repeating what they've said, summarizing what this says. So they really are, they're really assured of, you've heard them, you've listened to them and you understand where they're coming from and really ha, and this really has a positive impact on the other person's wellbeing.

You know, be calm if someone disagrees with you, everyone has a right to disagree with you. You can agree to disagree but. But, you know if, if someone disagrees, you think for a second, you know, where they're coming from and you know, I've come across a good amount of people who really get moody, who really shout, we will dismiss your views and viewpoints.

And that honestly, if you have that. And you, you don't, that'd be the shows cowardness and it security, it doesn't show much notice it doesn't show you have a strong personality. I've worked in cultures where you're asked to be aggressive, like investment backing is really famous for that. And though, but you know, being shooting down on their person's ideas, being rude does not indicate a strong personality.

It actually shows the insecurity be trusting, you know if someone tells you to keep a secret to keep it, I've seen people who. I've told things to people and it's just spread like wildfire. And when you ask the person you've told what happened, they're like, oh, we never said anything. Well, obviously they did.

Right? So if someone trusts you with something, learn to keep their secret this Justin to just go for the workplace, but there's schools into every part of your life. So I think this comes under ethics and don't spread stuff. A good word of advice from ice to get your hands dirty. I always think that when a new manager takes over you know, you really need to understand the work in terms of how your team does it, every single task.

So if your team falls sick, your team wants to move on. You don't find his or her replacement. You need to know how to do stuff. And I think getting your hands dirty really builds trust with your team as well. And don't get scared of doing the dirty work you may have. You know, it's always a good learning opportunity for you to learn something.

It shows collaborativeness rather than, you know rather than your team being fearful of, you know our manager you know, doesn't know anything or et cetera. You know, if you, if you do manage a team, take an interest in the careers book book, one to one's taken initiative to do, take the, be proactive and book them.

Don't always refer them to book it. I know in a lot of organizations we ask our, you know, the junior members, our team members, or our direct reports to book one to ones and show initiative and show that they're in control of their career, though. It also helps senior managers, you know, managers doing that with the teammates as well.

Though. Big big word of advice, listen to the interest and be honest, open with them. Don't string them along. Don't make false promises that you can't keep. I have experienced that where, you know, verbal commitments are different and what actually happened with different. And then when I confronted them or, you know, confronted where it was responsible, they backtrack thing never happened or never was committed.

So always be, you know, never string people on. If you can't do something, just be open and honest that you can do something with this won't happen. That's always. Then making false promises because it really, I would actually respect that person more. If they're honest and open with me by are making false promises and I'm sure the other people would feel the same as well.

Always good. Regardless of whether you're senior junior always ask for constructive feedback from people around you, it's always great to know how you're doing and how you're interacting and whether there are areas you can work on at any strength areas you can even use as leverage. No one is too small or big for any feedback at all.

And always show gratitude, you know, and always be nice. I'm actually shocked every day on how rude people can be how dismissive people can be, how moody people can be. And it's not cool. It's not cool to be rude. Show gratitude. Be nice. Whether you're junior seniors to TB. The cleaner be nice to everyone.

Every you don't respect people the way you want to be respected. And there's so many other things as well, you know, and I think also creating a work culture. It's really just going back on the empathy thing. I think it's really important to listen to people. And values and what aligns with their values and career goals as well.

I think if you listen to that and you help them achieve that, they'll keep them motivated. And that's a higher probability of them being at the company and staying in the company rather than leaving, because they'll feel they're cared for and they're meeting their ambitions on the living to their values through that.

You know, obviously when you're considering a new job or you're looking to switch obviously read about the company on Glassdoor. If, if available as people work in there, if you knew anyone and how the culture is ask interviews about the culture. I think that's a really big thing. I asked new potential employers about how the culture is.

And I read up a lot that. A lot on that, because culture is really important. It really dictates. And how happy you'd be at the organization. You know, it might seem, it might be easy to say that, you know, my work would speak for itself where I'll keep my head down and just work and I'll try to change the culture though.

It is difficult and it is challenging. You can remain happy for the first three, four months though. It does take a toll on you later. So I really hoped you enjoyed this episode and could relate to it. Obviously there's so much more to creating an awesome work culture, but this is just a start. And I'd be happy to, you know, do more episodes on that based on my experience.

And I'm sure I have more horror stories to share with you with, so just ending the episode on some reviews. So these are the ruins, this reviews on the lint red chocolates. So one person said my only complaint is that once I opened the box, I can't stop myself from eating them for this reason. I try to avoid ordering them, but there's sometimes slip into my basket accidentally.

My favorite chocolate so far. Amazing. I love, I love this. There was an other one that came junk on Christmas calendar. Perfect gift for my 10 year old, who likes football doughnuts and north Korean dictators. I'm sure it was sarcastic. The last one Guinness bookstore records to 2022. I don't know if you I don't know how many of you bed book in the Guinness world records when you were younger, but I certainly did when I was, you know, a young teenager and I really enjoyed them.

I really look forward to you know, buying the new Guinean books of records and B every year especially, you know, how glitzy it was and I've lost the, it was. Nice pages and the smell of the fresh pages. I just loved the whole thing and then different records and the layout and the design, the creativity that went behind it.

I just loved those. But anyways, this reviews on the 2022 version the review is smallpox. Mortality rate has declined by over 99% before widespread use of the vaccine. COVID deaths being about 2.5 million. The book is. Mostly that's our people. We don't other causes within a month of a positive PCR tests and weren't even sick.

Many of the COVID deaths had zero minimal symptoms for good goodness sake. This book is not entirely factual. So I love how this reviewer is challenging the facts in this book, which I would you know, which would a book, which I would trust. And wouldn't really challenge. Anyways, hope you guys enjoy this episode as always subscribe, give me a review on this episode, rated on apple podcasts.

And share with your family, your friends until next week. Ciao. .