I have read more articles and books on creating a great culture than I care to think about and often I am left with the feeling that what we are describing is a Utopia that simply isn't achievable in today’s working environments, except that I have met and worked in companies that somehow manage to make this a reality on a day to day basis.

So what does it take to create a great culture?

The culture is the heartbeat of an organisation. When it is owned and embodied by every member of staff it can generate tangible benefits, not only to areas like staff engagement and retention but to client retention and increased sales. It needs to reflect the values of the organisation, whatever they are.

Everyone says they want a great company culture but the reality is, for a company to have a great culture every individual needs to make an effort all of the time.This is the only way for culture to be an embedded part of the company – it just has to be the way we do things.

If your company culture needs a bit of revival or you are starting to think that you may need to pay attention to this area of your business here are some thoughts about the process involved in embedding new ways of thinking and working.

We may be unconscious of the culture

In a company environment this is simply that no-one is paying attention to the culture. This is normal for start-ups but can be damaging to a more established business.

We become conscious of the need to address the company culture

As a company grows it becomes impossible to convey every piece of information to every staff member and hear their views. At this point we find that either new members of staff are making decisions that don’t quite fit what we want, or they are constantly asking for our approval for every small thing. Things seem a little looser than we would like or we just don’t seem to have staff buy-in.

At this point, we need to get intentional about our company culture. Having a truly embedded culture that reflects what you want and that you deliver as a CEO means taking some time to think about the way you want your company to run and how you want your staff to work. Take the time necessary to be clear about the culture you are trying to create and what needs to change to get there.

Be sure that you can deliver. The culture will live or die by your embodiment of it because, no matter what the rest of your leadership team does, the employees see what you do and will only work to achieve your vision if they see that you are.

We consciously practise new ways of working and thinking

Once you have developed your vision of your company culture, communicated it effectively and begun to work it out in your leadership team, the rest of the staff will become consciously competent in the new ways of working. The culture is not yet embedded.

This is a really important stage of cultural change as this is the time when leadership and management buy-in is of paramount importance. Conscientious attention to what is happening in their teams and departments will ensure that actions and communications that do not match the company culture are dealt with quickly and before things slip back into ‘the old way’. This is not the time for a witch hunt but a time for a certain level of vigilance in order to move to the final stage.

It is also a time for the CEO to have maximum visibility. Everyone will be looking to you to lead the way. It is a time for generating staff engagement in your vision by being actively seen to be working with them to achieve it.

The culture becomes an unconscious part of how we work

At this stage, the company culture that you envisioned is embedded throughout the organisation and is a tangible part of the way people are working.

Where this is carried out most effectively, visitors and potential clients can sense the culture of the company as they walk through the door, because from the way the reception area looks, to the way they are greeted and treated throughout their time in your office will give them a clue as to the culture. This is a very powerful sub-conscious influencer and establishes your credibility as a company at a very deep level in someone’s mind.

If that impression is driven home by the contact that person has with every member of your staff in every communication, loyalty to your brand becomes a given.

Continuous Development

If you aren’t continuing to move forwards then you will go backwards. There is no static state with culture, and you will never ‘arrive’.

Regular training and workshops, team sessions and individual coaching and mentoring are all required to maintain and continue to develop the culture. Keep communicating your vision and inspiring your staff to create a great place to work.

It is also important to have, as part of your culture, a compassionate approach to mistakes. People slip up and they aren’t always going to make the right choices all of the time. Speaking clearly but kindly to staff and leaders when they don’t get it right helps to maintain the culture, but will also prevent a feeling of stress and tension around mistakes.

Own your mistakes and be humble about apologising if you become aware that your own decisions and actions haven't been in line with your company culture. Take time to reflect if other's give you feedback but always practice self-compassion - don't beat yourself up, it will never lead to personal growth. You are only human too and if others see you modelling self-awareness and a focus on personal growth, they are more likely to do the same.

Ultimately, we want people to take responsibility for their actions, but this won’t happen if we use inappropriate management methods to correct them or if we ignore our own mistakes.

Finally, recruitment and induction are of paramount importance in maintaining and developing your culture. Actively recruit people that already embody your core values and have the skills to deliver them consistently. Behavioural profiling is a great way to gather data that will reveal whether someone’s behavioural style, motivators and values will enhance your culture or inhibit its development.

Never recruit someone if you know they don’t quite fit. You won’t change them, no matter how skilled or experienced they are. You are far safer recruiting the right behavioural fit and then investing in their training to upskill if they have the potential. They will be much more loyal to you and appreciate the opportunity you have given them.

The time you invest in embedding your vision and culture in a company will never be wasted. Employees will be happier and have greater purpose and the resulting effect on productivity and client relationships will give you the results on the bottom line.