Written by Charlie Coode, Founder of Culture15

Contrary to popular belief, the pursuit of financial gain does not have to mean forfeiting company culture. In fact, a robust bottom line can be a powerful catalyst for a thriving workplace environment – and its perfectly possible to develop a symbiotic relationship between the two.

When company profits are invested back into progress – allowing leaders to track, monitor and improve upon tangible goals – this translates into improved efficiency, innovation and coherence amongst team members. This, in turn, drives a greater sense of commitment and fulfilment, both of which are reflected in employee satisfaction and performance.

Of course, employees that perform well also generate more profit. As such, rather than being mutually exclusive elements at odds with one other, when managed correctly, the two major pillars of profits and culture can actually support each other, creating a wonderful, self-sustaining cycle.

The benefits of balance

Ensuring that your company is turning a profit is one of the fastest ways to drive improvements to company culture, which, in turn, will drive better performance and future returns.

Employee development and wellbeing

Profitability allows employers to provide essential, widescale employee wellbeing and development resources, as the more financially stable a company becomes, the more it can afford to invest in mental health and training. The company consequently benefits from a happier, healthier and more skilled workforce, with the culture of continuous learning created contributing to a sense of personal growth and belonging that will always foster commitment and profit.

Greater employee satisfaction

Profitable companies can likewise offer more competitive benefits and compensation across the board, both of which serve as essential components of employee satisfaction. When employees feel adequately rewarded for their contributions, they feel important, which not only improves morale but also establishes a sense of career fulfilment, company loyalty and commitment.

This loyalty forms the basis of an aligned company culture, built on trust, transparency and mutual respect. The more teams feel valued and rewarded, the more they are likely to give to the company, meaning employers can attribute greater levels of trust in return. In exchange, this leads to employee happiness and a culture of greater productivity, which is once again reflected in the bottom line.

A more positive physical work environment

Financial success also allows for the creation of a comfortable, well-equipped workspace, which contributes further to employee satisfaction and productivity. This investment in the work environment – whether its comfortable shoes, a standing desk or free drinks in the communal fridge – signals to employees that their wellbeing matters, leading to an aligned company culture where individuals feel valued and more motivated to do their best.

Flexible work opportunities

Of course, with the financial means to invest in flexible working technologies – from collaboration platforms to AI-powered project management tools – companies will be better equipped to foster a better work-life balance, too. The flexible work arrangements that their cybersecurity measures and remote access tools afford them not only help to keep team members happy, but also ensure that the business is better positioned to adapt to changing markets and circumstances, too: the first step in securing a culture of sustainable innovation.

Better recruitment

This just goes to show that its not just employees who will benefit from a more aligned, profitable culture. For instance, company leaders might use their funds to attract and retain top talent, making them even more adaptable in the face of change. What’s more, because money allows them to offer better benefits, they can choose their team members more carefully, too. This is ultimately reflected in a culture of shared values, in which everybody participates in order to drive both ethics and innovation.

An inspiring future

Rather than being swallowed up by change, profit-making companies have a financial cushion in place to invest in R&D, fostering a culture of creativity and competitivity for the long term. They’re better positioned to engage in community initiatives, too, not only in feeding back into their own positive cycles through enhanced recruitment and reputation but also allowing CEOs to make a tangible social difference as part of their corporate identity.

Sustainability for the long term

Ultimately, money allows you to focus on long-term sustainability rather than short-term gains, without unexpected fluctuations bringing you down and affecting the organisation on a cultural level. Stable and secure work fosters a culture of confidence and commitment, both among the team and the clients team members engage with – making profitable goals a true win-win situation.

Achieving symbiosis

In order to successfully balance company culture with a positive bottom line to unlock the symbiosis described above, leaders must first analyse their current position in terms of both profits and collective company processes, performance and behaviours. This allows them to identify any areas in need of improvement. It then becomes clear where profits need to be invested when it comes to boosting culture, allowing leaders to create a strategic list of tangible, actionable goals.

Thanks to their exhaustive, cohesive analysis that takes both the bottom line and culture on board, these cultural goals can be aligned with the need to generate business profits, ensuring that progress in one area always feeds back into the other. Setting measurable KPIs to keep track of progress and make any necessary adjustments along the way provides a significant boost to success.

This process can be engaged with continuously, for ongoing cultural and financial growth.

Profits and culture work hand in hand

Far from conflicting objectives, the pursuit of profitability and the cultivation of an aligned company culture form part of the same, overarching goal. Like two sides of the same coin, they complement one another perfectly, inviting business leaders to adopt a balanced approach, where profit can be embraced as a necessary part of sustainable, responsible business growth.

About the author

Charlie Coode is an entrepreneur, business leader, thought leader, practitioner, and consultant in culture, strategy, and leadership. In 2015, Charlie launched Culture15 – an innovative SaaS business that provides a rigorous platform to measure and manage culture which has since helped more than 55 organisations put culture at the heart of business performance through the power of data and technology.