2015年11月，萬豪國(guó)際集團(tuán)斥資122億美元收購(gòu)了喜達(dá)屋酒店。當(dāng)時(shí)，萬豪國(guó)際CEO蘇安勵(lì)給18萬名喜達(dá)屋員工寫了一封信，但這封公開信并沒有強(qiáng)調(diào)此次并購(gòu)的商業(yè)效益，而是重點(diǎn)闡述了此舉的文化意義。萬豪國(guó)際曾18次入選《財(cái)富》最適宜工作的100家公司榜單。蘇安勵(lì)在信中寫道：“我們公司奉行以人為本的文化，將以一種透明的方式尊重每位員工。隨著合并工作的有序推進(jìn)，諸位將體會(huì)到這種文化。”

上世紀(jì)90年代中期，互聯(lián)網(wǎng)剛剛出現(xiàn)時(shí)，許多人認(rèn)為它只是一群不懂如何運(yùn)營(yíng)公司的年輕技術(shù)人員推動(dòng)的風(fēng)潮而已，很快就會(huì)塵埃落定?，F(xiàn)在我們知道，沒有提早接受互聯(lián)網(wǎng)的公司，只能在后面苦苦追趕。

卓越職場(chǎng)研究所見過各種各樣的高管，對(duì)于公司文化，他們或抵觸，或懷疑，或敞開懷抱，欣然接受。

不論領(lǐng)導(dǎo)者是抵觸還是接受公司文化，以下這10條策略都可以幫助他們打造和維護(hù)公司文化：

1、加強(qiáng)溝通

鑒于一些高管認(rèn)為“文化”和“價(jià)值觀”是一種非常模糊的概念，團(tuán)隊(duì)成員很有必要明確闡述文化的定義、特征，并說明文化與業(yè)績(jī)的關(guān)系。一家公司闡明的價(jià)值觀，是一套指導(dǎo)公司內(nèi)部的決策與行為，創(chuàng)建可預(yù)測(cè)性和一致性的核心原則。文化是一種無處不在的信念和態(tài)度，它決定了一家公司的特點(diǎn)。在一家擁有卓越文化的公司中，員工信任領(lǐng)導(dǎo)者，對(duì)自己的工作有自豪感，喜歡與同事相處——這種文化服務(wù)于公司戰(zhàn)略。

2、賦予個(gè)人意義

對(duì)于抵觸文化的高管，可以詢問他或她自己的經(jīng)歷?！澳阕鲞^的最好的工作是什么？”“你曾工作過的最佳工作場(chǎng)所是什么樣子？”“是什么讓它變得如此卓越？”如果對(duì)方回答說“我們并肩作戰(zhàn)”或者“不論付出什么代價(jià)，我們都會(huì)把任務(wù)完成”，你便可以說：“這就是文化。我們可以有意識(shí)地在我們公司內(nèi)部創(chuàng)造這樣的文化?！?/p>

3、闡述文化的商業(yè)價(jià)值

喜歡用數(shù)據(jù)說話的人應(yīng)該清楚，《財(cái)富》雜志“最適宜工作的100家公司”的上榜公司，其股票收益是總體指數(shù)的近兩倍。此外，卓越工作場(chǎng)所的主動(dòng)離職率比其他公司低65%，這就大大減少了員工緩慢流失所造成的沉重成本（知識(shí)與生產(chǎn)力損失、招聘成本、新員工入職成本、培訓(xùn)成本和其他費(fèi)用等）。這只是個(gè)開始——事實(shí)上，文化有著強(qiáng)大的商業(yè)價(jià)值。通過確認(rèn)你所在的公司那些將受惠于更高信任度的具體舉措和績(jī)效指標(biāo)，你可以清楚地了解到這一點(diǎn)。

4、聯(lián)系公司的痛點(diǎn)

我們認(rèn)為，許多嚴(yán)峻的商業(yè)挑戰(zhàn)都根源于信任的缺失。一個(gè)與錢有關(guān)的問題是：“更高水平的信任度如何減緩我們面臨的問題？”談?wù)摴镜耐袋c(diǎn)，比如困難重重的收購(gòu)、曠日持久的項(xiàng)目、高成本、質(zhì)量問題、糟糕的跨部門協(xié)作或者新策略執(zhí)行不力等問題，是一個(gè)讓最高管理層真正關(guān)心公司文化建設(shè)的切入點(diǎn)。

5、建立社會(huì)認(rèn)同

作家羅伯特?西奧迪尼介紹的許多策略，有助于闡述創(chuàng)建公司文化的理由?！吧鐣?huì)認(rèn)同”是其中尤為強(qiáng)大的策略之一。參觀一家受人尊敬、擁有卓越且可感知的文化的公司，可以激勵(lì)你的領(lǐng)導(dǎo)進(jìn)行類似的努力。

6、將文化建設(shè)變成個(gè)人的挑戰(zhàn)

想象你對(duì)CEO這樣說：“當(dāng)我談?wù)摴疚幕臅r(shí)候，我其實(shí)談?wù)摰氖?，作為一個(gè)榜樣，你可以發(fā)揮多大的影響力?！睂?duì)CEO言聽計(jì)從是一種很常見的現(xiàn)象，但根據(jù)我們的經(jīng)驗(yàn)，CEO們通常更愿意接受挑戰(zhàn)。問下面這個(gè)問題需要一定的勇氣：“你和其他領(lǐng)導(dǎo)者如何做好另一種你更愿意看到的行為的表率？”你必須沖破阻力，堅(jiān)持下去。

7、展現(xiàn)個(gè)人魅力

不要低估注視著對(duì)方的眼睛說出心里話所蘊(yùn)含的力量。領(lǐng)導(dǎo)力圖書作家賽斯?高汀聲稱，魅力并不是成為領(lǐng)導(dǎo)者的先決條件——你會(huì)因?yàn)槌蔀轭I(lǐng)導(dǎo)者而綻放魅力。

8、繪制鼓舞人心的愿景

嘗試說服其他人的時(shí)候，為了自我保護(hù)，我們?cè)谧龀龀兄Z時(shí)往往會(huì)留有余地。不要這樣做。你要繪制一個(gè)強(qiáng)大的愿景。如果你相信這個(gè)愿景能夠?qū)崿F(xiàn)，你就要大聲說出來，不要有任何限定、警告或貶低。

9、學(xué)會(huì)講故事

政治家迪普?奧尼爾說過：“一切政治都是地方政治?！惫疚幕彩侨绱?。找到真實(shí)的、接地氣的故事，描述強(qiáng)大、高度信任和戰(zhàn)略步調(diào)一致的文化所帶來的好處，并將這些故事與其他人分享。更具沖擊力的故事來自那些低信任度的公司文化，這鞋故事往往承載著真實(shí)的痛苦和損失。在低信任度文化中，員工的生產(chǎn)效率低下，士氣低落，而且還會(huì)將這種情緒帶回家中。所有這些故事都可以幫助最高領(lǐng)導(dǎo)層切實(shí)體會(huì)到文化的影響力。

10、引用黃金法則

管理高層的日常工作經(jīng)歷是與外界隔絕的。因此，他們很難接觸到低信任度文化每天帶來的挫敗感。以下這個(gè)問題有助于建立起同理心：“假設(shè)你是一位中層領(lǐng)導(dǎo)，希望做正確的事情，但卻因?yàn)檗k公室政治和低信任度文化的其他后果而難以施展拳腳。這時(shí)你希望高層給你提供哪些幫助？”

堅(jiān)持你對(duì)文化的信念。你每天都在取得進(jìn)展，總有一天，有一件事，可能是不起眼的小事，會(huì)帶來巨大的變化。對(duì)你想要的東西不必謹(jǐn)小慎微。(財(cái)富中文網(wǎng))

本文作者喬納森?貝克爾是卓越職場(chǎng)研究所的執(zhí)行文化顧問。卓越職場(chǎng)研究所是一家全球研究與咨詢公司，與許多機(jī)構(gòu)合作建立高度信任的職場(chǎng)文化，這家機(jī)構(gòu)還是《財(cái)富》最適宜工作的100家公司榜單的聯(lián)合制作單位。

譯者：劉進(jìn)龍/汪皓

審校：任文科

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When it comes to company culture, we at Great Place to Work see senior executives either resisting culture, expressing skepticism toward it, opening up to it, or embracing it

These 10 strategies will help companies build and maintain corporate culture, regardless of how often leaders resist or embrace:

Sharpen the conversation

With executives who see “culture” and “values” as mushy, it is particularly critical for team members to speak with clear definitions, distinctions, and ties to business outcomes. A company’s stated values are the core principles that guide decision-making, behavior, and create predictability and consistency across the organization. Culture is the pervasive beliefs and attitudes that characterize a company. In a great company culture, employees trust leaders, have a sense of pride in their work, and enjoy their colleagues—and the culture serves the strategy.

Build personal meaning

Try asking a culture-resistant executive about his or her own experience. “What’s the best job you ever had?” “What’s the best place you ever worked?” “What made it so great?” Answers like, “We worked as a team,” or, “We got it done—whatever it took” are the opening to say, “That is culture. And that is what we can intentionally create in every part of our company.”

Make the business case for culture

Those who look to data for proof should know that companies on Fortune’s 100 Best Companies to Work For list (a list we create) perform nearly two times better in stock returns compared to broader indices. And great workplaces have voluntary turnover rates that are as much as 65% lower than their peers, helping mitigate the hefty cost of chronic employee flight (lost knowledge and productivity, hiring, onboarding, training, and other costs). That is just the start—the business case for culture is strong. You can bring it home by identifying specific initiatives and performance indicators in your own organization that will be helped by greater trust.

Link to the pain points

We believe the root of many serious business challenges is the absence of trust in the culture. The money question is: “How might higher levels of trust mitigate the problems we’re seeing?” Talking about your company’s pain points—rocky acquisitions, time-consuming projects, high costs, quality issues, poor cross-functional alignment, or failure to execute new strategies—is a good way into the real concerns of top leaders.

Establish social proof

Author Robert Cialdini describes a number of strategies that could help make the case for culture. “Social proof” is particularly powerful. Visiting a respected company with a remarkable, palpable culture can inspire your leaders to dedicate themselves to similar efforts.

Make it a personal challenge

Imagine saying to your CEO, “When I talk about culture, I am talking about the enormous power you have as a role model here.” It’s normal to defer to CEOs, but in our experience, they welcome challenge. It takes courage to ask: “How could you and other leaders role model a different set of behaviors, more like what you want to see?” You will have to push through resistance, but stick with it.

Make the personal appeal

Never underestimate the power of looking someone in the eyes and speaking from the heart. Leadership author Seth Godin says you don’t need charisma to be a leader—you get charisma from being a leader.

Paint an inspiring picture

When you are trying to persuade others, it can be tempting to protect yourself by under-promising. Don’t. Paint a powerful picture. If you believe it’ll work, then state your vision without qualification, caveat, or diminishment.

Tell stories

“All politics is local,” said politician Tip O’Neill. It’s the same with culture. Find and share real, ground-level stories of what happens when the culture is strong, high-trust, and strategically aligned. More powerful are stories of the real suffering and damage low-trust cultures create. In a low-trust culture, people are unproductive and demoralized. Then they take that home. Stories help senior leaders feel it.

Invoke the golden rule

The day-to-day work experience of senior executives is insulated. They are protected from many of the routine frustrations of a low-trust culture. Build empathy by asking, “Imagine you were a mid-level leader trying to do the right thing, but were often stymied by politics and other consequences of a low-trust culture. What would you want senior executives to do to help you?”

Stick with your beliefs about culture. You aremaking progress and one day something, maybe something small, will catalyze big changes. Don’t be careful what you wish for.

Jonathan Becker is an executive culture consultant at Great Place to Work, a global research and consulting firm that works with organizations to build high-trust workplace cultures and produces the Fortune 100 Best Companies to Work For list.