Progressive company cultures
A progressive culture is not just about free perks or flexible hours. It is about how workers are treated every day. In a good culture, workers are trusted. They can learn new skills, share their ideas, and grow in their jobs.
On this page, we look at two companies that do this in different ways. Microsoft helps its workers keep learning and trying new ideas. Patagonia gives its workers trust and balance, and a purpose they care about: protecting the planet.
Example 1: Microsoft
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Since 2014, Microsoft has worked on building a growth mindset. This means workers believe they can get better by trying hard and learning new things (Dweck & Hogan, 2016).
Microsoft does this in a few ways. It holds hackathons, where workers leave their normal jobs for a short time, team up with people from other parts of the company, and build new ideas. It lets workers try risky projects, and it praises smart risks even if the project fails. It also has a program called Talent Talks, where leaders meet to help workers at all levels learn, grow, and move into new jobs (Dweck & Hogan, 2016).
Workers also learn from mentors and from working with each other. Microsoft says its culture is built on being curious, always learning, and showing respect to everyone (Microsoft, n.d.).
Why it helps workers
If workers are not blamed for every mistake, they feel safe to try new ideas. They can learn new skills and move up in their jobs.
This helps the company too. Workers share more ideas, work better in teams, and care more about their work. When technology changes, the company can change faster, because its workers are already used to learning new things
The hard part
This is not easy. Training takes time and money. If workers have to learn new things all the time, they can get tired and stressed. It also only works if bosses really mean it. If a boss says mistakes are okay, but then punishes a worker for a mistake, workers will stop trying. Changing how a whole company works takes many years.
Course Concepts
Transformative leadership — Leaders who inspire their followers through their words, ideas, and actions. Nadella did this when he changed how Microsoft workers think about learning.
Mentoring and coaching — Leaders help workers learn and grow. Microsoft does this with mentors and with Talent Talks, where leaders help workers move into new jobs.
Empowerment — Workers feel they can act and make decisions to reach the company's goals. For this to work, goals must be clear, workers must be well trained, and managers must support them and recognize their decisions. Microsoft's hackathons and risky projects show this trust.
Example 2: Patagonia
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What Patagonia does
Patagonia sells outdoor clothing. Its culture is built on protecting the planet and treating workers like real people. Workers have flexible hours, called "let my people go surfing" — if the surf is good, they can go surfing and finish work later (Chouinard, 2016). There has been childcare at the head office since 1984, and new parents get paid leave (Chouinard, 2016). Workers can take paid time away, up to two months, to work for an environmental group (Chouinard, 2016). Patagonia gives 1% of its sales to environmental groups.
Why it helps workers
Workers have a better work-life balance and do work with a purpose. Because of this, workers trust the company and stay longer (O'Rourke & Strand, 2017).
The hard part
Childcare and paid time away cost a lot of money. Other workers must cover the work when people are away. There is also tension between selling products and protecting nature (O'Rourke & Strand, 2017).
Course concepts
Ethics and ethical leadership — Ethics means the values that guide how people act. Patagonia's leaders follow their values about protecting nature, even when a choice costs the company money.
Empowerment — Workers feel they can act and make decisions to reach the company's goals. For this to work, goals must be clear, workers must be well trained, and managers must support them. Patagonia trusts workers to plan their own time and still get the work done.
Climate of trust — Teams do well when there is a climate of trust, where people feel safe to share ideas and take chances. Patagonia shows trust by letting workers go surfing and trusting them to finish their work.
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