My husband and I stopped at a nearby gas station. Only one checkout was open; a middle-aged lady was paying, followed by a young man and then a younger woman and a child, and in front of me, the last in line, an older gentleman. "Why don't you open another checkout, I've been standing here for ages and I don't have time to wait. What's going on, that only one checkout is open," the gentleman in front of me erupted at one point. The waiting customers exchanged surprised glances, but the saleswoman calmly and apologetically smiled: "Sir, I sincerely apologize. I am alone here at the moment, so only one checkout is open, but I think it's going quite fast nevertheless. You'll be next in line soon, for sure." The gentleman continued to grumble angrily, but the young saleswoman was not fazed by it. She served all customers calmly, quickly, efficiently, and very kindly, including the irate gentleman. She made a strong impression on me, and in the future, if it wasn't too out of my way, I went to the same gas station because of this experience. The saleswoman convinced me with her polite, courteous, and calm response.

‍

Culture - whether it be the culture of a company, brand, society, nation, or religion - needs to be nurtured, cared for, and lived. Words on paper or on the wall are not enough.

‍

Culture begins (to build) in the basic social cell, the family; it continues in school, and ultimately in the workplace and in other organizations to which we belong - sports, literary, firefighting, and other societies... It is reflected both within the basic cell and outward. Society and culture are changing; our values today are different from those 15 years ago. And that's how it should be. It seems that each generation takes a step further in accepting differences, diversity, uniqueness, and individuality, while also sensing a return to traditional values such as family, respect, and quality leisure time. Emancipation - first of women and then increasingly persistently of other disadvantaged groups - allows for less and less intolerance. A few decades ago, detergents for dishes were sold to housewives; today, men wash burnt pots in commercials. The change in culture (of brands) is not only reflected on television screens and in ads on social networks but also in organizations themselves. Similarly, as racial, religious, gender, age, or any other discrimination in ads is no longer acceptable today, it is also unacceptable in many organizations.

‍

I believe that building the culture of an organization does not flow only from top to bottom or from bottom to top but goes in both directions and also horizontally. Individuals must be sensitive and aware; we must understand the sense and be involved in the development of a culture that supports and empowers the individual. I certainly hope that this also contributed to the response of the saleswoman in my story. Because the culture of an organization is also reflected in its external image, brand, and ultimately in relationships. Especially in the service sector, we quickly succumb to the pressure of the philosophy "the customer is always right." Perhaps he is right; of course, we want to accommodate, but to what extent? Presumably, the leaders in the company do not want their salespeople, designers, and project managers to be yelled at by customers or clients? Presumably, they are aware that a toxic work environment (even if not caused by the employer) can lead to health problems and (health-related) absenteeism? For all these reasons, and more could be found, it is in the employer's interest to cultivate a culture of acceptance, respect, setting boundaries, kindness, tolerance, self-respect, and feelings of self-worth through their example.

‍

‍

Culture - whether it be the culture of a company, brand, society, nation, or religion - needs to be nurtured, cared for, and lived. Words on paper or on the wall are not enough. Investing time and energy is necessary for a culture of good relationships where a salesperson does not fear for their job if they do not submit to a rude customer. Creativity and boldness of designers and copywriters thrive in a safe environment. Employees dare to suggest new ideas, proposals, and initiatives if they feel accepted. Empowered employees will provide sincere and well-intentioned feedback on what doesn't work in the company and how to improve it. There are certainly exceptions; they can be found everywhere. However, it is undoubtedly true that culture is the glue. The glue of committed employees, brand coherence, and good relationships.

‍

Also read the column 'Where to stop? Or where to start? Neurobranding, responsibility. In this order, first and foremost.' written by Tamara Pevec Barborič for the magazine Super Brand.

‍

The column was originally published in the print magazine Super Brand, #09, Spring 2023. You can order the magazine here.