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THE THREE C'S - CULTIVATING COMPANY CULTURE

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Company Culture Post

Culture is definitely a 'thing' and all companies have one. It exists whether you like it or not and shouldn't be neglected, especially during testing times.

A strong company culture is a driving force and underpins a successful, resilient team.

So what can you do? Buy a pin-ball machine for your people, install a slide between floors, give everybody unlimited leave? Much like the well-known saying ‘happy wife happy life’, happy staff will increase productivity, decrease absenteeism and in general see your company profits soar.

Here are some hints on how your business can develop and manage a good company culture.

1. Get the basics right

Make sure new people get essential paperwork, like employment agreements and company policies, before their first day of work. Be ready for them when they arrive; meet them and make them feel welcome.

Deliver an organised onboarding programme and establish objectives and key performance indicators. This is about process, organisation, and meeting your legal obligations. Some of it may seem administrative and boring, but is critical to developing and maintaining credibility, which becomes the foundation of everything that follows. Discipline and good systems make it work.

2. Be human

The employment relationship is a human relationship. Talk to people like people, seek to understand. Treat people fairly. Even in tough situations, with potential dismissal outcomes, little is gained by behaving like the company is an army and you're a military interrogator.

3. Listen

When a problem or complaint is raised, don’t become defensive. Listen to what is being said and even if the complaint is incorrect or ill-informed, try to understand where it has come from so you can avoid it happening again.

4. Have a clear strategy & align expectations to this

Knowing where you want to go will help you understand what you need to do. When a business strategy is clear, it will shape a culture, for example, aggressive growth vs. market consolidation vs. innovation.

Once the strategy is clear, it informs all decisions. You can hire people who will help deliver it and support the company culture. Team members will know where the company is going and how their efforts contribute.

5. Manage problems swiftly

Allowing behaviour that is inconsistent with the company's values or at odds with the workplace culture is incredibly damaging, no matter how functionally proficient a person may be.

There is no excuse for bad behaviour. Deal with issues quickly and ethically. Remember the focus is on the wider team, not just the badly-behaved employee who needs performance management or disciplinary action.

6. Be consistent and stay true

When times get tough and the pressure is on, a good culture should rise and help carry the company through the turbulence. This doesn’t always happen naturally and can require the support of good leaders.

Stick to your principles and maintain standards. It can be easy to let standards slip or look for shortcuts to get out of a tough situation, but this can leave people feeling shortchanged or isolated, and make problems worse.

7. Expect your people to succeed

Some business leaders have a mindset that the employee needs to prove themselves worthy of the job they have been given (many leaders might not even acknowledge or recognise that they see it this way). 

What does this mind-set say about your decision to hire the person?

Instead, the direct opposite should apply. Think like: 'I have no doubt you will do well in all aspects of this job, just let me know what you need from me to make it happen. I’m here to support you, train you, develop you.'

Foster an attitude of trust and support, indicative of a high-performance team, not an attitude of distrust and political point-scoring.

8. Be safe

Safety is a fundamental part of any strong culture. Safety to speak up, safety to take risks, safety to explore new ideas, emotional safety, physical safety, safety to be different. Even safety when being managed out of the company.

Nothing supports a good company culture like a true sense of safety.

9. Be genuine

Genuineness in culture comes when the principles and standards are truly lived by management.

If you say one thing and do another, no amount of expensive espresso machines and team bonding sessions will work; they will be seen as a thin veneer over a shaky foundation. There is no credibility if it is not genuine, and those baubles will be perceived as an attempt to hide real problems.

10. Seek to influence culture not own it

Culture is influenced by leaders, by squeaky wheels, by innovators, by accepted and tolerated behaviours, by unspoken responses, by hiring decisions, by promotion decisions, and much more.

Culture is organic, built by a team, and influenced by many things, never just the HR or management function.

Not everybody will necessarily like your company culture, but provided it is not toxic, unethical or damaging, it is worth holding onto.

Accept that some people will choose to opt out; if the culture is strong, this is a good thing for everybody.

Don't confuse strong culture with uniformity. Diversity in all its expressions is an essential aspect of a thriving, supportive company culture, and it's a cornerstone of any innovative business.

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