6 minute read
WORKPLACE CULTURE: BUILDING A THRIVING WORKPLACE CULTURE IN EVENTS
Building a thriving workplace culture in events
An organisation’s culture is the behaviour it accepts, with workplace relations playing a crucial role in shaping success, writes Dream Culture CEO Shelly McElroy
The recent allegations against Sydney hospitality company Swillhouse Group highlight the issue of workplace culture and safety. According to numerous media reports in recent months, there have been serious accusations of sexual misconduct, excessive drug and alcohol use on the job, and inadequate leadership responses that cultivated a toxic culture. The allegations are a timely reminder that preventative measures need to be taken to address workplace cultural attitudes that accept inappropriate behaviours. There is a famous anecdote from 1962 about former US President John F Kennedy touring NASA Space Center, in Houston, and asking a janitor what his role was at the facility. “I’m helping put a man on the moon,” said the worker, knowing his work played a role in helping make history.
When we think about culture at our workspaces, do we display our purpose at all levels, not just in the executive rooms? In the ever-evolving hospitality and events sectors, creating a strong culture is a necessity.
Below is a roadmap with practical advice for building a culture that supports your business goals, elevates your team and helps raise standards across the events industry.
Starting point of good culture
The first step towards good workplace culture is to look at your purpose and think about how it is being brought to life.
Does the company have a clear set of values?
Is there clarity on how to display them?
Are there metrics in place regarding performance of living those values?
Does the room get brighter when you walk in, or when you walk out? Take responsibility for the energy you execute in culture.
Is everyone being held to account? Are the values being introduced from the first interaction with a perspective employee?
In creating an inclusive culture for everyone to thrive in, there are four key elements to consider.
• Do staff feel welcome?
• Do staff feel physically, emotionally, psychologically and mentally safe?
• Do staff feel valued?
• Do staff feel respected?
Culture by design
Culture can be shaped by design or by default. As leaders, it is essential to cultivate positive culture rather than letting one emerge haphazardly. Just like a muscle in the human body, culture needs constant attention and effort.
Focusing solely on financial results without prioritising the cultural environment is a common pitfall. It must be remembered that behaviour drives performance; the way employees feel when they come to work directly impacts the bottom line.
The power of self-awareness and self-reflection
The journey towards a strong culture needs effort in self-awareness and self-reflection – leaders need to assess their roles within the organisation’s culture. Are they role models with their values? Do they reward the team that best lives them? Is there challenging of those in the team whose behaviour is not values-aligned?
You have two ears and one mouth so listen twice as much as you speak! A culture of curiosity and open-mindedness is vital.
It is crucial to evaluate how individuals – as leaders or as employees – contribute to the overall culture and atmosphere. Embodying the company’s values and encouraging others to do the same fosters a positive and productive work environment. Does the room get brighter when you walk in, or when you walk out? Take responsibility for the energy you execute in culture.
Strategic cultural audits
Understanding your current culture is essential for making improvements. It is recommended that organisations conduct a cultural audit at least annually, which involves gathering feedback from all levels of the business. It is important to hear from everyone – from chefs and cleaners, to security guards and service staff – since they are the backbone of your business. This comprehensive approach ensures a well-rounded understanding of what’s working, identifying what’s not, and what could be better.
Creating clear objectives can generate a healthy outcome. For example, how the team can communicate clearer so a divide between front-of-house and back-of-house dissolves. The most important follow up is communicating what you hear and understand from the audit and providing a plan to the team to commit to action.
Welcoming feedback
You have two ears and one mouth so listen twice as much as you speak! A culture of curiosity and open-mindedness is vital – asking questions that focus on what and how, rather than why and who. When is the last time you received feedback? How did this impact your performance? We all have blind spots so understanding how others see us helps us grow. This approach fosters productive conversations and encourages the ability to receive, reflect and respond rather than resist, react and reject.
Leaders should listen to their teams to understand their perspectives because these insights are invaluable for driving sustainable cultural change and improvement.
Choosing team over the customer
A common mantra in hospitality is that the customer always comes first. However, it might be worth flipping this narrative and putting the team first. When employees are happy, engaged and feel valued, it translates into better customer service. The energy and attitude of the team influences customer experiences so focusing on employee wellbeing and engagement is a critical aspect of enhancing overall service quality.
Be transparent and innovative
In an industry that thrives on innovation and creativity, transparency is key. It is important to stress the importance of clear communication about organisational goals. This honesty helps align everyone with the company’s mission and fosters a sense of belonging. By building a culture where people want to stay, you’re not just retaining talent, you’re creating a competitive advantage.
The leadership lottery
Do our leaders have the skills and capabilities to actually lead? Sometimes managers are appointed leadership positions and not provided with necessary training to help them lead effectively. Managers manage tasks, but leaders lead teams with vision and through empowerment.
People often leave a job based on their experience and interactions with the leader rather than the company. As author Marcus Buckingham says, “People leave managers, not companies … turnover is mostly a manager issue.”
By intentionally designing culture and holding everyone to the same level of accountability, each individual within an organisation’s four walls will be equally connected to achieving the same goals.
Dream Culture CEO Shelly McElroy is an experienced training and development consultant who helps individuals and businesses in the hospitality industry to develop and foster healthy workplace relations. Catch her delivering a keynote address on culture in the events industry at the AIME Ideas Academy presented by Spice at AIME 2025 at Melbourne Convention and Exhibition Centre on 11-12 February.
