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OPINION
Intentional strategies to uphold a strong company culture regardless of geographical boundaries. Creating a cohesive company culture
A s firms expand their footprint across multiple office locations, maintaining a cohesive company culture becomes paramount. At Choice One Engineering, we use intentional strategies to uphold our vision, mission, purpose, and core values, as we know that perpetuating these values fosters connections and ensures that employees feel at home, regardless of their physical workspace. From regular quizzing on core values to leveraging technology and encouraging cross-office collaboration, our best practices create a thriving culture that transcends geographical boundaries.
Hannah Dapore
In recent years we have learned to accept that our offices won’t do everything identically. However, our shared culture makes it so that everyone will experience the same Choice One Engineering (internally and externally). For reference, Choice One Engineering is a civil engineering, surveying, and landscape architecture firm with two offices in western Ohio: Sidney, Ohio, 51 employees, founded in 1994; and Loveland, Ohio, 26 employees, opened in 2011. We define culture now as “the way we do things.” We operate based on the same set of collective values: same purpose, vision, mission, and core values, and we all work toward the same strategic priorities to act as one team.
The following are practices implemented and regularly enhanced by our firm: ■ Reinforce values often. Consistently reinforcing our company’s core values is crucial to our success. This is by far the most important aspect of creating as consistent a culture as possible. We accomplish this with: Regular quizzing and reminders. Incorporate
value-related questions into company meetings. Yes, we take written quizzes at company-wide meetings each month.
See HANNAH DAPORE, page 8
THE ZWEIG LETTER AUGUST 5, 2024, ISSUE 1548
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