By Craig Galati

Published Monday, Nov. 30, 2009 | 10:06 a.m.

Updated Monday, Nov. 30, 2009 | 10:24 a.m.

I visited a friend at his office the other day. As I sat in the waiting room, I could feel it. As I was greeted and escorted to the conference room, I could feel it. As I toured his office, I could feel it as well. His office has a positive and inspiring culture, one that makes people excited to wake up and go to work. The staff is empowered and truly engaged in the work. I could feel it without even asking.

I have another friend who works across town. His office has a very different feel. While I wouldn’t describe it as repressive, it definitely is not empowering. I got a feeling from the receptionist that she could care less if she was there or at another company. I was greeted and taken to the conference room, but was not offered a tour of the office or allowed to see any of the employee work areas. This suggested to me that there was no pride in the employees or their work.

These two companies are both very successful. They both have talented staff and are both considered leaders in their fields. One would think that company A would be more successful than company B and that company A has a higher retention rate than company B. But that is not the case. Both companies have high employee retention rates and both are very successful. Why? Because culture matters. Every company has a corporate culture and, like a fingerprint, no two are exactly the same.

People enjoy working at companies that feel right for them. Culture in this context is the wider anthropological definition and means the values, practices, symbols and relationships that exist within a company. If one connects with the culture, one will usually find it comfortable to work there. I used to think that there were right and wrong cultures but I have found that this is not necessarily so. I do know that there are right and wrong cultures for me. The following are some of my thoughts on developing and keeping the culture you want:

Embrace your own company culture. Too many organizations try to outwardly project a culture that they are not. They try to project the culture that they think others want to see. This works for the short term, but long term can be detrimental to the company. Customers and employees alike would like to see the real company. It helps them make decisions on who to do business with or where they should work. It’s only fair, then, that you embrace who you are and live accordingly. Trying to be someone you are not, or having your company act in a way that it is not, will lead to disconnects down the road.

I have a friend who keeps telling me that his company is very collaborative in the way it works. However, when I interact with his firm, I do not see this collaboration in practice. What I have found is that he is telling me what he thinks I want to hear, hoping to gain additional business from our firm. What he doesn’t know is that I can see right through it and I have my own assessment of his company. I work with them on projects that do not require a high degree of collaboration.

Align company practices with culture. Corporate culture is really perceived based on the whole. Every person within a company sends a message with regard to culture. From the way a person is greeted at the door or on the telephone, to the way service is provided and invoicing done, customers get to feel a company’s culture. Aligning the company’s practices with its true identity and brand makes it simple to “live the brand.” This removes the opportunities for disconnects between the stated culture and the real culture. For instance, if the message is that your company is “green” (a common message today), learn what it means. Do you recycle? Do you reuse? Do you limit travel? Do you car-pool? Do you use electronic media? Do you conduct Web-based meetings? Remember, one’s practices speak louder than words.

Hire for culture first, talent second. One of the most important aspects for keeping a company’s culture strong and true lies within its hiring practices. Hire people that fit the culture, not just the most talented. I am not suggesting not to hire for talent, but a talented person who is not a good fit can be very damaging to the overall culture of a company. Screening potential candidates for cultural fit will pay significant dividends for the company.

I’d like to hear from you:

• Can you describe your company’s culture? Is it a good fit for you?

• Do you see cultural fit between your company and its customers?

• Can you spot the cultural poser?

Until next time …

Craig