Performance Management and Happiness in the Workplace (Part 3 of 7)

When I was a kid I used to hate being told that I couldn’t do something by my teachers. One of the things I always hated being told was I couldn’t play the drums. Then later on I got older and I couldn’t play the drums for Mr. Morrow’s class because he told me, “You’re […]

MOVEMENT IN THE HR COMMUNITY: INSPIRATION AT WORK RADIO WITH TERRY BARBER (RANKED 2018 BEST ATD PODCASTS)

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When I was a kid I used to hate being told that I couldn’t do something by my teachers. One of the things I always hated being told was I couldn’t play the drums. Then later on I got older and I couldn’t play the drums for Mr. Morrow’s class because he told me, “You’re going to play the cowbell instead.” I said, “That’s not going to happen. I love drumming and I’m going to learn drumming.”

I finally mustered up enough courage to ask my parents, “Hey guys, get me a teacher to teach me drums because I love it so much.” They got me a teacher and I learned how to drum and I became part of an awesome music community that I loved and had people who respected me. I could create cool new music with them and I appreciated working with them, and we had a common ethics around what we did.

I was always relegated to the cowbell by Mr. Morrow. He told me to go play the cowbell, but I went home and I asked to become part of a larger community. What I’m asking you, everybody, to do is don’t relegate your employees to the cowbell. Give them the opportunity, create a culture of respect, of ethics and integrity, of appreciation, a positive future, a wonderful collaborative culture that makes it impossible for anyone not to love the workplace, and I guarantee you you’ll reap the benefits.

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Frequently Asked Questions

The biggest large employer culture challenges during a spinout or major transformation include: maintaining consistent culture signals across geographically dispersed teams, preventing a vacuum of identity when the legacy brand disappears, and preserving the informal trust networks that made the old organization function. Companies like Kyndryl, which spun out of IBM with 73,000 employees across 5 continents, show that culture infrastructure—systematic onboarding, explicit values, leadership accessibility—must be deliberately built, not assumed to transfer.

Maintaining consistent culture across global offices requires moving from aspirational values to operational infrastructure. The evidence from Kyndryl's Most Loved Workplace certification shows that when employees in Asia Pacific, Europe, North America, South America, and the UK independently describe their culture using the same language—'flexible work,' 'you are heard,' 'career and learning outcomes'—it is not coincidence. It is the result of systematic design: shared onboarding, visible leadership behavior, and consistent feedback loops that translate values into daily experience regardless of location or time zone.

A Most Loved Workplace® certification proves that a company's culture claims are independently verified through employee assessment—not self-reported surveys or marketing copy. The certification uses machine learning to analyze sentiment, emotion, and recurring themes across thousands of employee responses. When a large employer like Kyndryl earns this certification despite a major transformation, it demonstrates that their culture infrastructure survived and scaled through disruption, which is the hardest test any organizational culture can face.

About Louis Carter

Louis Carter is a world-renowned organizational psychologist, founder & CEO of Best Practice Institute and Most Loved Workplace®. Author of 12 bestselling leadership books including “In Great Company” (McGraw Hill). Columbia University, Social-Organizational Psychology.

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