Edgewell Personal Care’s Post

"Hang on to your roots" - stay connected to one's origins, traditions, or foundational principles. The world is changing rapidly and it's easy to get swept away by the latest trends and innovations. But amidst this, there's something timeless and essential: our roots. Just as a tree draws strength from its roots, so too does a company flourish when it stays connected to its foundational principles and core values. A company is not just about products and services, but it is a community. Core values serve as the guiding principles that define a company's identity, culture, and behaviour. When employees align with these values, they have a clearer sense of purpose. It promotes teamwork, collaboration, and a cohesive culture. Core values also act as a compass in the decision-making. This ensures that every choice aligns with the company's principles. The consistency in decision-making breeds trust among employees and instils confidence in stakeholders, reinforcing the company's reputation Core values are not just words on a poster. They attract like-minded individuals who share the company's vision and mission, creating a community of passionate professionals united by a common purpose. These values help the company navigate challenges and uncertainties while staying resilient. The company's commitment to its core values ensures earning the trust of customers, partners, and investors alike. Let's keep our roots strong and deep. They provide the stability and resilience needed to weather any storm. By staying true to our core values, we emerge stronger with grace. #corevalues #workculture

Statistically, only 0.5% of companies manage to celebrate their centenary. In year 2000, average age of a company in the UK was 10.7 years. By 2022, that has slipped to 8.6 years. In 2008, Bank of Korea looked at businesses across the world in 41 countries and found that only 5,586 companies were older than 200 years. So when I saw Dan Jones's interview about a company that's been around for nearly 160 years, it piqued my interest! Not only is Timpson Group a refreshing case study in 'not sticking to your niche', they espouse an 'upside-down management' approach where the head office empowers and supports autonomy of the staff in their stores. It was fascinating to listen to William Lankston explain their enlightened approach to recruitment, retention and nurturing colleagues at the Timpson Group. Taking good care of colleagues so they can best serve your customers, so that you have great business, sounds like common sense. Most companies talk about it, but its good to see a company live those values and prove that it works by approaching their 160th anniversary! To the C-Suite and leaders here, write and share with us your company's secret sauce for sustainability and reaching a century.

There are three elements to a culture: behaviors, systems, and practices. https://lnkd.in/dHXxutCg

Looking forward to this breakfast and the conversations. This is such an important topic and businesses that succeed know how important the right culture, giving/earning respect and belonging is that ultimate success https://lnkd.in/g22XAPy8

🌱 Creating values and cultures is a fundamental practice to attract the best candidates. Feedback, openness to discuss and characters can change patterns of old-fashioned traditions. #hrconsulting #humanresources #harvardbusinessreview

Culture is often referred to as “the way things are done around here.” But to be useful, we need to get more specific than that. The best companies recognize that there are three elements to a culture: behaviors, systems, and practices, all guided by an overarching set of values. A great culture is what you get when all three of these are aligned, and line up with the organization’s espoused values.

Why is it important to turn shared values into coachable behaviors? What is described I this HBR article is exactly what we did during the two year coaching program that is described in my book Soeakkng the Language of Leadership. https://lnkd.in/daguPPMR

A straight-to-the-point, hit-the-nail-on-the-head article from HBR on when and how company cultures go wrong and what great questions to ask if one wants to work on it. Def worth 2-3 minutes if you're curious about the topic. 👌

A great quick read about a complex topic. „A company might espouse “work-life balance” but not offer paid parental leave or expect people to stay late consistently every night (a behaviors-system gap). You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). Maybe your company tells people to be consensus-builders, but promotes people who are solely authoritative decision makers (behavior-practices gap).“