The New Culture transforms a company into a shared project based on trust, as we see a company like a rowing boat, in which everyone is rowing together in the same direction. The New Culture encompasses 8 key principles:
1. Inspirational purpose
It is key to define why we do what we do, to share the direction in which we are heading and to row together in the same direction. An inspirational and shared purpose (in line with each person's individual purpose) gives meaning to our everyday work, stimulates commitment and a sense of belonging, strengthens motivation and offers the best version of each person.
It is the key that changes everything, making everything else much easier. It is people’s choice and it cannot be imposed and can only be gained by being worthy of their trust. It is built slowly and steadily over time. It integrates the person's confidence in themself, in others and in the organisation. Building trust requires focusing on the other person, developing collaborative relationships and thinking about the long term.
3. Shared values
Values play an essential role in every company by establishing how things should be done, guiding people's work and helping them make the right decisions, advancing together in its purpose and objectives. Shared values have a direct impact on motivation and commitment, constituting an important element in talent attraction and loyalty. They are also valuable in gaining new customers, who may be attracted by common values or values that inspire them.
4. People's Well-being
The new culture puts people at the centre of the organisation, guaranteeing the sustainability of the business project. Investing in people's well-being is not only good in itself, but there is growing evidence that devoting time and resources to people's health and well-being also has important benefits for the company. Cost savings from fewer stress- and fatigue-related illnesses, better professional performance, a good brand image that facilitates the attraction and retaining of talent or greater loyalty to the company are some examples. Focusing on people means attending to their material and emotional needs, asking them how they feel, looking after their physical and mental health, encouraging the development of their individual abilities and creating working environments in which people can reach their full potential.
5. Facilitative Transformational Leadership
Implementing the New Culture requires facilitative and transformational leadership, with a focus on people and relationships, and that by setting example creates safe and trusting spaces where different ideas can be shared, difficult conversations can be had or new things can be explored without fear of failure. In such environments, people take risks, are more creative and work towards finding overarching and innovative solutions that increase the company's performance and its ability to respond to changing environments.
6. Effective Communication
Good communication is fundamental to achieving goals and acting in line with the core values of the company. Effective communication enhances organisational processes, breaks down barriers, generates relevant information and leads to better decisions. For communication to be effective, it is essential to learn to express oneself in an authentic and sincere way based on needs, to create adequate channels for information to flow easily between individuals and teams, to give complete and transparent information that generates trust and allows individuals and teams to do their work well and make well thought-out decisions independently, to develop active and empathetic listening that generates a continuous stream of feedback of the team processes.
Involvement in management processes generates greater commitment and motivation among people, who feel more satisfied when they see that their ideas are being considered and even implemented. Empowered with decision-making and risk-assessment capacities, greater involvement has a very positive impact on productivity, increasing creativity and innovation while reducing the need for supervision. Greater involvement is only successful if it is genuine, based on trust and transparency, and if it builds on people's capacity to act individually and take power responsibly.
Adaptability is the ability of a system, team or organisation to adjust the internal dynamics in a streamlined and efficient way in order to respond appropriately to changes in a volatile, uncertain and complex environment. To achieve this, individuals and teams must be quick to read signals and act on them, have the knowledge and skills to better manage change processes, experiment with new ideas and proposals, discard what doesn't work and reinforce what does, and instil this learning capability in the organisational culture.