IN THIS SPECIAL ROUNDTABLE CONVERSATION, EXPERTS ON CONSCIOUS CULTURE CONTRAST TWO RADICALLY DIFFERENT METHODS FOR CREATING A STRONG WORKPLACE CULTURE.

Earlier this year, my companies, the Porter Group and the Conscious Venture Lab, formed a new partnership with an amazing consulting company from Baltimore. Since its founding 16 years ago, SHIFT, along with CEO Joe Mechlinski, have focused on helping organizations big and small shift the purpose of business away from a myopic focus on profit and towards a force for good in society. One of the things that made the business combination attractive to Joe and me was our collective focus on workplace culture as a driver of organizational performance. In our work together advising established companies and startups, we often pose three related questions:

What does it mean to build a conscious, high-performing culture?
How do you hire people into an organization who are likely to fit well and operate with the right mindset?
How do you train executives of early-stage organizations to think about and implement culture in a mindful way?
As Mechlinski often puts it, “We spend a lot of time thinking about how to create a shared experience that’s deep. We think about looking at the whole self. How does someone’s head, heart, and gut show up at work?” In his work with companies, Mechlinski also puts a lot of emphasis on creating routines. “You don’t have to think about your anniversary or your birthday; you know what you’re going to do — you’re going to celebrate these moments,” he explains. To harness that same instinct for celebration and excitement at work, “We look at scheduling culture almost as a calendar. That goes for everything from how we start and end every meeting to how we think about the Friday before a holiday.”

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