????盡管如此，重視文化依然是一個(gè)很好的跡象,?！白钸m合工作的公司”榜單記錄了那些關(guān)心員工，并且在人性化管理方面取得重大進(jìn)步的公司,。但企業(yè)界的各位同仁還需要繼續(xù)努力,，還要去完成艱難的文化建設(shè)工作。

????第一步是進(jìn)行“大掃除”,，拋棄過(guò)時(shí)的舊思維模式,。

????“多少”這個(gè)問(wèn)題一直在困擾著企業(yè)、政治和我們的個(gè)人生活：我們可以將多少收入記入這個(gè)季度,？可以承受多少債務(wù),？可以實(shí)現(xiàn)多大程度的增長(zhǎng)？

????但在這樣一個(gè)日新月異,，聯(lián)系日益密切的世界中,，通過(guò)擴(kuò)大生產(chǎn)、加大開(kāi)支或增加銷售已經(jīng)無(wú)法保持競(jìng)爭(zhēng)優(yōu)勢(shì),，因此,，有關(guān)“多少”的問(wèn)題已不合時(shí)宜。所以,，我們不能條件反射般地詢問(wèn)“多少”,，還應(yīng)該有更深入地思考。不僅要問(wèn)“我們可以為新午休室提供多大面積,？”還要問(wèn)“我們的公司有多透明,？”或者“我們的決策過(guò)程有多公平？”如果你的公司真的是一個(gè)“適合”工作的地方,，你便不能僅衡量“多少”,，還要衡量“如何”創(chuàng)造出能夠體現(xiàn)信任、合作,、樂(lè)觀與自由等人類深層價(jià)值的組織,、社會(huì)、機(jī)構(gòu)和公司,。

????一家處在增長(zhǎng)期的研究機(jī)構(gòu)告訴我們,，這件事現(xiàn)在變得越來(lái)越重要。

????科爾文在文章中提到沃頓商學(xué)院的一篇分析報(bào)告,。該報(bào)告顯示,，在《財(cái)富》最適宜工作的公司榜單（1984年至2009年）中,，許多上市公司每年的風(fēng)險(xiǎn)調(diào)整后收益率超出預(yù)期3.5%。我執(zhí)掌的LRN公司對(duì)“如何”指標(biāo)的研究顯示,，在擁有高度信任和價(jià)值導(dǎo)向文化的公司,，93%的員工財(cái)務(wù)業(yè)績(jī)優(yōu)于競(jìng)爭(zhēng)對(duì)手；而在低信任度的公司中,，僅48%的員工有同樣的表現(xiàn),。

????如今，許多機(jī)構(gòu)已經(jīng)開(kāi)始指出工作環(huán)境與文化的重要性,，比如四大會(huì)計(jì)事務(wù)所,、科技巨頭、頂級(jí)商學(xué)院,、商業(yè)刊物,，甚至還包括詞典出版商。但承認(rèn)好的工作場(chǎng)所的重要性相對(duì)簡(jiǎn)單,。任何人都可以買(mǎi)一張乒乓球桌放在休息室里,，或在周五運(yùn)來(lái)一車啤酒。為公司建設(shè)合適的文化需要經(jīng)過(guò)多年努力,，因?yàn)槟惚仨殢念^開(kāi)始,，自己去建設(shè)文化的每一個(gè)方面。致力于建設(shè)合適公司文化的領(lǐng)導(dǎo)者,，最好做好吃苦頭的準(zhǔn)備：這并不是個(gè)容易的過(guò)程,，也不是膽小者能夠承擔(dān)的任務(wù)。

????但我們可以并且必須深入思考,。我們的集體思維與行為大多只涉及文化的表面,；核心應(yīng)該是員工與公司的文化。一個(gè)好的工作場(chǎng)所無(wú)法保證公司與客戶,、投資者,、社區(qū)和環(huán)境建立良好的關(guān)系。好的工作/生活質(zhì)量（這幾乎所有人都想要的）也不見(jiàn)得能夠帶來(lái)高質(zhì)量的員工-雇主關(guān)系,。因此,，我們必須提一些會(huì)令人不適的深層問(wèn)題：我們的公司有多高的可信度？我們?nèi)绾卧诠緝?nèi)傳播和灌輸一種價(jià)值觀,？

????諸如《財(cái)富》“最適宜工作的公司”榜單這類努力讓我們知道,，除了收益、股東價(jià)值和市場(chǎng)份額,，我們還有其他方式來(lái)衡量一家公司,。既然我們已經(jīng)開(kāi)始從其他角度衡量公司，不妨直接觸及核心問(wèn)題,。建設(shè)“合適的”公司文化需要我們承認(rèn)和衡量“合適的”基礎(chǔ)元素,，例如：

????? 能激勵(lì)員工和促進(jìn)文化的組織目標(biāo),；

?????能激勵(lì)員工和提高員工行為的領(lǐng)導(dǎo)者；

????? 最人性化和最可持續(xù)的公司價(jià)值,，即承認(rèn)公司是一個(gè)更深層次的人類事業(yè),，需要員工和利益相關(guān)者通過(guò)健康持久的方式共同努力；

????? 可帶來(lái)信任的行為,；

????? 承認(rèn)建設(shè)合適的文化需要經(jīng)過(guò)一個(gè)漫長(zhǎng)的過(guò)程,，這個(gè)過(guò)程值得我們要求公司員工為之做出貢獻(xiàn)、表達(dá)忠誠(chéng),。

????使用一種帶有目的性、戰(zhàn)略性,，并經(jīng)過(guò)深思熟慮的方式管理文化,，要求我們觸動(dòng)人類的本質(zhì)，即從根本上持續(xù)促使我們每天早上從床上爬起來(lái),，引導(dǎo)我們過(guò)好每天生活的動(dòng)力,。建設(shè)或重建公司文化沒(méi)有捷徑。你不可能召開(kāi)一次研討會(huì)或張貼一張海報(bào),，便認(rèn)為萬(wàn)事大吉,。亞里士多德說(shuō)過(guò)，人的優(yōu)秀是一種習(xí)慣,，而不是一次行為,，這種說(shuō)法同樣適用于公司。最終的贏家必須開(kāi)始培養(yǎng)和加強(qiáng)這些好習(xí)慣,，因?yàn)榇蠖鄶?shù)公司現(xiàn)在都知道如何創(chuàng)造好的工作場(chǎng)所,。最好的公司之所以能夠脫穎而出，是因?yàn)樗鼈兊念I(lǐng)導(dǎo)者知道,，一個(gè)好的工作場(chǎng)所與一個(gè)合適的工作場(chǎng)所是有區(qū)別的,。（財(cái)富中文網(wǎng)）

????本文作者多弗?塞德曼為L(zhǎng)RN公司首席執(zhí)行官，該機(jī)構(gòu)旨在幫助公司培養(yǎng)價(jià)值導(dǎo)向的文化與領(lǐng)導(dǎo)力,，加強(qiáng)道德與合規(guī)工作,。他還著有《成功企業(yè)的尺度》（HOW: Why HOW We Do Anything Means Everything）一書(shū)。

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????That said, any emphasis on culture is a promising sign. The “Best Companies to Work For” list chronicles companies that care about their people and have taken immense strides toward humanity. But those of us in the corporate world have far more progress – and difficult culture-building work – ahead of us.

????The first step in this work is cleaning house and getting rid of the ghosts of old and outdated thinking.

????The words “how much” have always haunted business, politics and our personal lives: How much revenue can we squeeze into this quarter? How much debt can we tolerate? How much growth can we generate?

????But “how much” questions aren’t the right questions – not in an ever changing, increasingly interconnected world, and not in a business realm where competitive advantage cannot be sustained via out-producing, outspending or out-selling. Instead of reflexively asking “how much,” we should examine “how”. Not just “How much square footage can we afford for the new nap room?” but “How transparent is our company?” or “How fair is our decision making process?” If your company is really the “right” place to work, you don’t just measure “how much”, your measure “how” to create organizations, societies, institutions and businesses that mirror our deepest values: trust, collaboration, resiliency, and freedom.

????A growing body of research shows us that it is exactly the sort of work that is now more important than ever.

????In his article, Colvin points to a Wharton analysis showing that a portfolio of publicly listed organizations on Fortune’s Best Companies list (from 1984 until 2009) surpassed its expected rate of risk-adjusted return by 3.5 percent annually. My own firm LRN’s research into “How” metrics, indicates that 93% of employees at businesses with high-trust and values-based cultures observe financial performance greater than their competitors; only 48% of those at low-trust organizations observe the same.

????I appreciate that so many different entities—Big 4 accounting firms, tech giants, top B-schools, business publications and even dictionary publishers— are beginning to point to the importance of workplace environment and culture. But recognizing the importance of a great workplace is comparatively easy. Anyone can buy a Ping-Pong table for the break room or bring in a beer cart on Fridays. Building the right culture in your business takes years of hard work, because you have to build every facet of it for yourself— from the ground up. Leaders who commit to building the right culture better prepare to take their lumps: it isn’t easy, and it isn’t or the faint of heart.

????But we can, and need to, go deeper. Most of our collective thinking and doing has barely scratched culture’s surface; it focuses primarily on the relationship between employee and company. A great workplace does not guarantee that the company has great relationships with its customers, investors, communities or the environment. Nor does a high work/life quality (something nearly all of us would very much want) necessarily bring about a high-quality employee-employer relationship. For that, deep, uncomfortable questions need to be asked: how trustworthy is our company? How do we convey and instill a sense of values throughout our organization?

????Efforts like Fortune’s “Best Companies to Work For” list have helped show us that we can measure organizations in ways that extend beyond revenue, shareholder value and market share. Now that we’re doing this, we might as well go all the way to the core. Building the “right” kind of organizational culture requires us to recognize and measure the “right” foundational elements, such as:

????? An organizational purpose that inspires employees and animates the culture;

????? Leaders who also inspire employees and elevate their behavior;

????? The most human and sustainable organizational values that recognize business as a deeply human endeavor and that call for employees and stakeholders to endeavor together in a healthy and long-standing way;

????? Behaviors that generate trust;

????? A recognition that building the right kind of culture requires a journey, one worthy of the dedication and loyalty we ask of the humans who work for our companies.

????Managing culture in an intentional, strategic and deliberate way requires us to get to the human core: that which fundamentally and enduringly gets us out of bed in the morning and guides us through our days and lives. There is no short cut for building or rebuilding a corporate culture. You can’t just hold a seminar or put up a poster and call the problem solved. What Aristotle said about an individual’s excellence – that it is not a single act, but a habit – applies to organizations as well. The ultimate winners will start developing and strengthening these habits because most companies now know how to make great workplaces. What distinguishes the best organizations from the rest of the pack, are leaders who understand the depth that separates a great place to work from the right place to work.

????Dov Seidman is the chief executive of LRN, a company that helps corporations develop values-based cultures and leadership, strengthen their ethics and compliance efforts. He is also the author of HOW: Why HOW We Do Anything Means Everything.