Companies Need Community: Three Things I got Wrong About Culture

Circl.es is a radically distributed workplace: Brooklyn, Buenos Aires, Saratoga Springs, Portland, Barcelona, London, Auckland, Canberra. Since we’ve grown these last two years, I’ve gone from knowing everyone to not having met most of our team, which can make establishing culture tricky. As a company builder, culture has always been a big deal to me; and, selfishly, important to get right so I can be happy at work. Today I’m seeing flaws in my old ideas about company culture, and also noticing one big missing piece: community.

There’s a ton of proof that culture-forward companies outperform others in sales growth, profitability and stock price. I’ve written a lot about culture, and it’s always helpful to start with a definition. I like Greg Besner’s book, Culture Quotient, in which he lays out ten components of culture. He also talks about Schein’s model, a diagram where cultural artifacts are visible above the surface and beliefs, values, and assumptions appear below the surface. Both help me assess and work on culture, for sure.

But the parts don’t quite add up to the whole. Besner even gives himself a “catch-all category” after describing Schein’s model, adding that “employee engagement is a big part of the answer.” As I reflect back on our award-winning culture at M5 Networks where I used to lead–and what is happening now in Circl.es and the companies we work with–there’s something that transcends the ten components on this list, something I think was missing from the way I understood and worked with culture. Working without offices has laid this bare.

I have been trying to pin it down. Here’s a few things that have led to my conclusion that companies need community:

1. Culture isn’t merely top-down.
When I led M5, we constantly talked about “alignment.” We repeated our mission and core values in all-hands company meetings, until we were blue. We built company-wide programs to reinforce and work on culture. But as we grew, there was an undertow–a truth that constantly eroded our progress: True culture developed in pockets. The warren of engineers on seven lived a different reality than the sales team on the open floor on five. The team leaders (and certain other leaders on the team) had a much bigger influence–intentional or not–than anything I ever did as CEO. Real culture, it turns out, is circle by circle, team by team–it doesn’t flow down the neat lines of an org chart. Culture guru Stan Slap captures this feeling in the title of his book, Bury My Heart at Conference Room B. A leader’s job in setting culture is to create space for communities to form and flourish, then stay connected to them.

I learned the importance of staying connected while spending time with one of my favorite business thinkers, Pat Lencioni, at his first live conference just before the pandemic. One big takeaway was his simple advice that leaders actively care for their employees; that they ask and care about people’s families and life outside of work. I found this explained in his book The Truth About Employee Engagement: A Fable About Addressing the Three Root Causes of Job Misery, which talks about the power of managers taking a genuine interest in people’s lives, to avoid the damage to engagement caused by the feeling of “anonymity.” 

2. Culture isn’t just about getting work done.
The last two years have exposed this like dirty laundry behind us in a Zoom square. Despite HR’s best efforts to keep things simple and safe, avoidance of personal topics – like politics and health – can build up pressure until they explode (like at Basecamp last year, when a third of the company walked out). I’m not suggesting obliterating privacy, and we all need separation; in fact, this Forbes article asserts that bringing one’s whole self to work is a fad for millennial employees, and Fast Company warns that it’s a trend not accessible to many, warning that “not everyone has access to meaningful and engaging careers.”

“With executive support and enough individuals to engage, peer learning can contribute more than any other force I have seen to building connection and a vibrant, trust-rich community within an organization”

But a recent HBR article entitled “11 trends that will shape work in 2022 and beyond” describes it less as a trend and more as the changing face of the future workplace. One of the trends they list is the rise of the Chief Purpose Officer, because “Issues of politics, culture, and social debate have fully entered the workplace. Employees have been asked to bring their whole self to work as organizations try to create a more and more inclusive and productive work environment. This is fundamentally different than a decade ago when employees were expected to leave their personal perspectives at the door.” One of our longtime partners David Pachter of JumpCrew recently wrote an excellent book called Remote Leadership, where he lays out what he calls the three pillars of great remote organizations–and one of them is peer learning. He claims that “Peer learning is transformative. With executive support and enough individuals to engage, peer learning can contribute more than any other force I have seen to building connection and a vibrant, trust-rich community within an organization.

3. Culture doesn’t form inside routine meetings.
What truly forms culture are the extracurriculars: training and training trips, employee resource groups, drinks out, conferences etc., which are difficult to replicate in our new virtual reality. Just like parents have struggled with the recent loss of their children’s sports and music classes, organizational culture-builders are feeling the effects of these disrupted practices (and the fact that even Zoom trivia-night doesn’t suffice). A recent HR Executive article lists the top three signs 2022 remote culture isn’t working as low meeting engagement, siloed departments and poor employee communication. Psychology Today claims that “virtual communication will never replace face-to-face communication.” But here comes the crisitunity: the silver lining is our chance to reinvent these important connection practices, intentionally, with more impact, equity and inclusiveness. The same Psychology Today article predicts that in 2022, organizations will “invest in technology that allows virtual or hybrid employees to get to know each other better,” exactly what we’re working on with our partners. 

Communities are like concentric circles, with highly engaged people at the heart working on them full-time, and more peripheral members at the edges, involved as they want to be

In summary: Culture isn’t merely top-down driven and involved with getting work done; it’s actually found in the margins, in the communities that form. The best of these communities are organic and fluid; their borders are porous, so it’s easier to think about including part-timers, vendors, customers, even former employees. Communities are like concentric circles, with highly engaged people at the heart working on them full-time, and more peripheral members at the edges, involved as they want to be. They are held together by shared beliefs and human connection, not paychecks and reporting lines. We inherently recognize that communities are tied to our identities, and we feel the gravity of other humans holding us to community standards, ideals, and behaviors. 

There are different kinds of communities, and I am most interested in what I call a “learning community” because I see a knowledge-economy company as a learning machine; as leaders grapple with the shortcomings of their cultures and look for ways to build a community layer, “learning communities” provide a useful framework. 

Lots of people are working on this type of community building: shout out to www.connectedcommons.com for their powerful research on learning communities in companies. I recently had the privilege of discussing this with new Connected Commons hire Greg Pryor, on a shiny beach morning in LaJolla, CA; it was his last day at Workday, and he was on his way to join Rob Cross at Connected Commons. After years of being in the heart of cutting-edge HR practices, Greg has concluded that learning communities are the most important and impactful area of work for his next chapter. Michael Arena, also at Connected Commons, wrote a great book, Adaptive Space, which is full of stories and data about the power of “social capital strategies.”

This need to change workplace culture through community building is fueling our growth at Circles, with partners like Glassdoor calling us their “work from home strategy.” Our shared vision with Glassdoor is to use the Circles platform and methodology to help reinforce and scale valued aspects of their culture, like inclusion, teamwork, resilience, and human connection. To highlight another of our partners: Dupont’s M&M division recently scaled up their Circles program, to strengthen their community in the face of the major changes 2022 will bring.

Our ongoing work with Circl.es partners gives me new insights every day into the cultural power of learning communities. Much of our work now is figuring out exactly what it means to build these communities at work. What’s clear is that community has an important place in the culture conversation, and getting it right has all the same commercial benefits that come from other aspects of organizational health.

Interested to connect and talk more?

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Is Your New Year Powered by a Learning Community?

Every January, humans make (and sometimes break) New Year’s resolutions. Much has been written on how to master the process, everything from discerning and focusing on your why, to turning when into actionable calendar items. Results vary as we engage the hard work of change in our personal and professional lives. At Circl.es, our work focuses on an overlooked but powerful dimension of change, one that might not emerge as readily when making resolutions: the who. How does one’s community augment not only personal growth á la annual resolutions, but also noticeable change in the workplace?

Our clients have experienced the transformation that happens when employees connect and grow together in small groups. Head of Platform at Union Square Ventures, Lauren Young, knows there’s no curriculum robust enough to keep up with the challenges facing executives in USV’s fast-growing portfolio: it’s not necessarily what those leaders need, but who–they need community with each other. As she puts it, “Leaders working at rapidly growing companies are constantly facing challenges that require a quick decision or response. One way we try to support leaders within our portfolio is by connecting them with peers who either have gone through that experience, or can provide a safe space to discuss and brainstorm ways to approach it.”

“Great leaders don’t move people around a board like pawns;
they cultivate conditions for growth”

Lauren practices what General Stan McChrystal refers to as the difference between  “gardening” and “playing chess.” Great leaders don’t move people around a board like pawns; they cultivate conditions for growth. In his video The Leader as Gardener, McChrystal expands the metaphor: “A gardener grows nothing, plants do that–that’s what plants are designed to do, and they’re really good at it. But the gardener’s role is not unimportant…all the things the gardener does to create an environment and ecosystem allows the plants to do what they do, and do it very, very well.” Like plants, humans naturally circle and grow together, provided leaders present the right conditions.

When the pandemic deprived leaders of offices, campuses, and hotel event spaces, it forced intentionality and creativity as they grappled with how to create garden-like spaces where employees can gather and flourish. Priya Parker, in her book The Art of Gathering, discusses the sin of being a “chill” host at a party, “Chill is a miserable attitude when it comes to hosting gatherings … I want to convince you to assume your proper powers as a host.” Thoughtful hosts decide who needs to connect with whom, and with a little forethought, what topics they should discuss. Like a good party host, organizational leaders can use small groups to set the stage for deep connection. Fortuitously, this combats pandemic realities like disconnection, disengagement and loneliness.

“Like a good party host, organizational leaders can use small groups to set the stage for deep connection.”

Leaders increasingly look for learning groups for themselves, many joining professional cross-company learning communities that connect them with others working on similar projects. Despite limited ability to gather in-person, our clients like YPO and Executive Networks reported record growth and renewals this year. New communities like Atlas One for sales professionals and Round for technology leaders emerged. Ryan Fuller, CEO of Round, says that “A vetted community rich with perspective and grounded in shared values provides unparalleled access to knowledge and opportunities from fellow members dedicated to helping each other.”  Degreed upskilling platform has documented this shift from internal connection to connecting professionally between organizations–their data revealed that 62% of executives sought to learn from professional networks in 2019, and we believe the pandemic has accelerated this trend.

This movement is consistent with an approach known as communities of practice, a term Ettiene Wenger-Traynor coined while studying the ancient system of apprenticeship. His studies informed him that many have long misunderstood the role of an apprentice’s master: traditionally, apprentices actually spent very little one-on-one time with masters–like the plants in McChrystal’s garden, apprentices mostly learned from each other. As we heard him say in a recent workshop: “finding the knowledge we need to solve today’s problems starts with coming together in uncertainty and figuring it out. We even saw university presidents form peer groups to figure out Covid.” 

Those of us who have taken a class from an expert or read a book alone have experienced the absence of such a community; we emerge swamped with expertise, yet starved for the practice and peer support that produces true change. Many leaders we work with also describe falling into another trap: while they may successfully group employees or community members together through directories, social media groups, and email newsletters, the results have been lackluster. As pointed out by Gina Bianchini–founder of the community management platform Mighty Networks–these large, flat groups are truly social media–that is, one-way communication that most of us passively consume, making it the junk food of human connection. Actual conversation and connection are vital to transformational small group communities.

“Actual conversation and connection are vital to transformational small group communities.”

In contrast, our partners are proving that small groups, like circles, elevate a community into a learning community, facilitating authentic connections and enabling social learning. The recipe is clear: gather a diverse cross-section of people with a common purpose.  Foster a safe place. Watch as the power of peer connection pressures action, and taps into another great need–the desire to serve something beyond themselves. At this point, the community benefits just as much as the individual, as shared trust and vision compels greater job longevity and performance.  

As February nears and we distill our lists of resolutions–some fade, and the right ones will inevitably rise to the top and stick–consider adding to your list of resolutions something that focuses not on why or how, but on who. Will we actively host our parties, tending the gardens of our companies and communities? We can not only improve the chances of seeing our own resolutions through; we can help create spaces and learning communities where others can thrive and become their fullest selves. 

We’re here to connect with you.

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Virtual hugs,
Dan
CEO, Circl.es

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