Logitech designs products that have an everyday place in people’s lives, connecting them to the digital experiences they care about. logitech.com
Logitech’s “positive practices were set out to create a community that was invigorated by their work, more attuned to their passions, and awakened to the potential impact each of every employee could create. This creator mindset turns apathetic employees into more vital denizens of a thriving community.” For example, “over 55% of all employees attended a Job Crafting sessions, including the CEO.” In addition, Logitech “created a two-day workshop that over 600 employees and leaders have attended worldwide… The first day of the session is geared to employees getting to better understand themselves and helping them define their best self – what it looks like, and how to cultivate their native genius… On the second day, we introduce core practices to spread their impact to others. This includes creating a team purpose statement, building “high quality connections,” investing in others through both “red and green-caped approaches to development and cultivating more gratitude in their daily work lives.”
Other practices have been adopted as well, for example a day of equine leadership development for senior leaders, and “positive deviant” workshops to mobilize the global community. These experiences have had personal impact on employees going through significant hardships in their personal life, inspired people to change local communities, and infected employees with a “growth mindset,” building unprecedented levels of trust and connection. “Most importantly, we have created a shared identity through meaningful and memorable experiences that have open our employees minds and hearts to new ways of leading and living.”
“The advice I would give to other organizations is to start small. It can feel overwhelming when you are trying to shift a culture. There is no one panacea, but every action matters. And when you affect the life of one employees, they pay it forward in ways that you may not even be aware of. Progress, not perfection is the overarching goal.
In addition, I would tell organizations to brace themselves for an initial stage of skepticism. When you try to explain what you want to do on paper – most won’t “get it.” I heard many say they don’t understand what this would look like, its practicality, etc. It is a new approach to culture shaping that can seem antithetical to how leaders address business challenges. Amplify what’s working? Replicate the bright spots? What about “managing the poor performers,” and “implementing more stringent performance management guidelines?” This natural tendency, to correct the other side of the tail, rather than grow the inherent good, is counter-intuitive to many leaders. Once you deliver one experience that creates word of mouth buzz, the virality disarms the skepticism. Keep creating experiences, and the need to talk about what you are doing just dissolves.”