As President & CEO for Ricoh North America, Carsten Bruhn leads the information management and digital services company.
Last year, I got the chance to share my perspective on a podcast. I highlighted how I’ve worked with my executive leadership team to create a thriving culture for all employees—one that reflects people of all demographics and walks of life and fosters inclusivity, collaboration and authenticity in the workplace.
Afterward, the show’s hosts presented a Masterclass for their business school students. Thrilled to share how my company’s culture came to fruition, I was intrigued when one student asked, “I loved your interview, but what happens when you leave?”
While leaving at some point is inevitable for any leader, this question made me realize that it’s not enough to create a culture of excellence while I’m here. It’s just as critical to ensure that culture endures long after I’m gone. It’s not my company; it’s our company. And leaders must engage and nurture not only those they work with today but also the next generation of leaders to build a sustainable future for everyone.
Connecting With Tomorrow’s Leaders
Engaging the next generation of leaders must be a top consideration for CEOs. Ernst & Young stated that company leadership “should understand how Gen Z is already impacting board priorities such as digital transformation, ESG, and CEO succession planning.”
Ernst & Young also noted, “A CEO who watches, listens and brings Gen Z to the table to truly understand the needs and wants of this influential generation will be the leader they strive to work for, and will see the most creativity and productivity as a result.”
Hold regular meetings with interns, in-person visits to office (if possible) and weekly “coffee with the boss” discussions. These are steps I take in my own business, and in doing so, I’m able to hear what matters from team members early on in their career journey. At times, I’ll even seek input from my daughter and son, both of whom work for large multinational companies, on what they see as professional drivers for their generation.
According to McKinsey, “The most advanced employers understand that what’s working today may not work in, say, three years and that their system must be responsive. The ability to test, fail, learn, revise, improve, and scale can yield the highest-performing combination of policies, design, and activation strategies.”
Nurturing The Right Attributes
When I look back, I didn’t pay enough attention to culture in the early part of my career. It’s very important to define the attributes that will foster the kind of culture you’re trying to build—not only for the members of your current organization but also for those you’re looking to recruit. What characteristics should you look for and celebrate in a leader to carry on your vision, especially after you move on?
A Glassdoor study found that company culture is critical to job seekers, especially among millennials, who are more likely to prioritize culture over salary. We have seen our culture have a significant impact on recruitment at my company.
With the right guidance and strong talent in place, future leaders can flourish within the company. This ensures the culture you’ve built will continue long after you depart. Make building a culture of excellence a priority that extends far beyond your company’s current leadership. Cultivate an atmosphere that encourages innovation and fosters inclusivity. In doing so, you can engage with the next generation of leaders to be sure your culture continues throughout the years.
Walking The Talk
Building a lasting culture requires the decisions of current leaders to reflect the priorities of those who will sustain it. For example, my company’s commitment to people, prosperity and the planet began at our company’s founding and aligns with an increasing expectation among customers and next-gen leaders for greater sustainability.
Deloitte’s 2023 Gen Z and Millennial Survey (download required) found that 55% of Gen Zers and 54% of millennials research brands’ environmental impact and policies before accepting a job, and more than 40% report they already have, or plan to, change jobs due to climate concerns. Additionally, “Gen Zs and millennials have high expectations for their employers and for businesses overall. They continue to believe that business leaders have a significant role to play when it comes to addressing social and environmental issues.”
But sustainability extends beyond the environment. To build a sustainable culture, you must also put your trust in the next generation of leaders, letting go and empowering those you support to grow and mature by learning from both success and failure. Trust those you mentor to manage today, so that you can think about tomorrow.
At some point, we will all become redundant. Company culture is not about one person; it’s about many. Effective leaders are deliberate about staying relevant by engaging with the next generation, seeking future leaders who share the attributes to sustain the company’s culture and trusting tomorrow’s leaders to carry on.
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