Bold title? Sure. But creating a cohesive culture is a bold job, and talent development leaders deserve a straightforward way to get it done.
First, let’s clarify the intent of this article.
Most search queries for ‘use continuous feedback to build culture’ will return a slew of articles about building a culture of continuous feedback.
Now, as you can imagine, we are big fans of that topic as well. When done correctly, continuous feedback can play a crucial role in organizational transformation.
However, this article is not about building a culture of continuous feedback.
It’s about using continuous feedback to build culture.
Are your company’s leaders moving the organization in one direction?
Consider for a moment your company’s values and strategic goals for the year.
How closely do your company’s leaders – frontline managers, mid-level directors, senior executives – embody behaviors that reflect those values? Do they reflect them consistently?
Do you have a way to measure their alignment over time?
Here's how talent development leaders align behaviors to culture with Rhabit.
Create a behavioral blueprint.
Some organizations we speak with have already invested in tailored competency models and company values.
Talent leaders within those orgs use that language to create a cohesive, well-defined culture at each point of the employee experience: job descriptions, onboarding, learning & development, rewards and recognition, and more.
Given the significant cost and ambition of those models, those same leaders feel deflated when they begin vetting talent management software and find that many ‘solutions’ are unable to ingest the custom language of their organizations. In contrast, Rhabit’s approach to continuous feedback uses those habits and verbiage to naturally reinforce the behaviors your company expects, supports, and rewards.
We also keep a library of popular evidence-based habits, and their corresponding observable behaviors, that talent management leaders can use to flesh out their existing sets or adopt as their own.
Either way – identifying the Habits, and the observable Behaviors that comprise them, is the crucial first step to paving the journey you want your leaders to take. In this example, we show one of our most popular Leadership behaviors – ‘Building Trust’ – and its observable behaviors.
Collect continuous feedback on those behaviors.
Every week, Rhabit collects feedback from each leader’s coworkers to understand how that leader is performing when it comes to these Behaviors and others.
Every swipe is anonymous, allowing feedback providers to feel psychologically safe to give honest feedback.
That psychological safety is a cornerstone of the Rhabit experience. It changes some of the subtle emotional dynamics involved with giving and receiving effective developmental feedback.
Activate the data.
There’s no lag time from data analysis to development. Each feedback recipient has access to their own personal data dashboards, which are refreshed nightly.
This means each leader in your company – from frontline manager to senior exec – knows how their coworkers perceive their alignment to the behaviors your company cares about.
Rhabit gives each leader behavior-level data, so they know which behaviors they are reflecting, and which ones are in their blindspot. As they take steps to course correct, they can track their progress on each Habit over time.
Finally, measure cultural health and design talent development plans.
Rhabit delivers the insights you need to drive organizational transformation.
Run analyses to understand whether a tighter relationship between leadership behaviors and company culture has sparked an uptick in employee engagement, productivity, and performance indicators like revenue, safety, or speed to market.
Pinpoint specific behaviors with low scores to understand which learning & develop initiative to focus on next.
Review data by cohort to understand the cultural differences between your legacy organization and a new acquisition. Discuss your findings with your company’s leaders as a call-to-action for them to lead the way for your new workforce.