Gorporate culture: The missing ingredient to success

I venv EMpLoyEE Ar E\.ERv r-r,vsl has the ability to act -U.lfor the betterment of the employer and its clients. Unfortunately, most people are content with stagnation. They put injust enough effort to not get fired as they quietly march along with the status quo. Much to many c.e.o.s' dismay, such a corporate culture is more prevalent than a culture that calls for greatness from all.

For any company to succeed long term, having the right corporate culture is key. Where does your organization's culture fall in the spectrum? Does the c.e.o. expect greatness from everyone every day or does the c.e.o. allow mediocrity to creep in and fester? Make no mistake-culture is not just important; it's crucial to an organization's true potential.

Following are some key components for strengthening your culture to be in the "best of the best" category.

Get clear on the organization's mission.

Most employees can't recite their company's mission statement. This means the leadership's process of developing the mission statement was a joke and a meaningless exercise. When the company's mission statement is an "out-of-site-out-of-mind" document, it's irrelevant, no mat- ter how well written it may be.

A compelling mission statement needs only two and no more than three sentences with two primary commitments:

(1) What we stand for to each other (internal clients) and

(2) What we stand for to clients. You can choose to add various comments regarding vendors, stakeholders and teamwork, but keep it short and simple. Longer mission statements are hard to remember.

Once you have your mission statement complete, you not only frame it and place it throughout your facility, but you also refer to it regularly for reminders, coaching, reprimanding, and even decision-making. Realize, too, that one person ignoring the statement can poison the environment. The only thing worse than having turnover is having none when there should be.

When asked if they have someone on staff who they knew was a bad choice by the second month of the new hire's employment, about 75Vo of c.e.o.s and v.p.s say "yes." Usually, that particular employee has not attempted to meet or exceed the mission statement. When asked why that person has not been discharged, most c.e.o.s and v.p.s reply, "Because I'm afraid (s)he will go with our competitor." But that's exactly where you want the person to go. Set them free!

Commit to personal improvement.

In order for every employee to commit to personal improvement, the company's president and v.p. of sales must lead the way by example. Why? So go these two individuals, so go those they lead-and so go the company's revenues and profits. When all levels of employees see the president and v.p. of sales committing to something, the rest follow suit. Additionally, it's rare to find a president and v.p. of sales who can't improve by 257o in two to three months and by 5O7o in six months. Many even get IOOVo better. Why? They've been so busy mentoring others that they haven't had the time to work on themselves.

Realize that mentorins isn't about motivational soeech- es. Many corporations make the mistake of bringing in a motivational speaker for an annual meeting and then believing that personal development training is over. Yes, motivational speeches are great to hear, but their effect is gone as soon as the speaker leaves the room.

When it comes to real personal improvement, it's about assigning each individual nine specific skills, habits, and traits to improve upon. And the starting date to act is that day or no later than the next day. See the culture change taking place?

Then, the person's chief or an outside consultant must follow-up to ensure implementation has begun, and to monitor the results. Later, another nine new skills, habits, and traits are assigned and monitored.

The best sales and management education sessions are those where the group selects the best ideas presented and holds everyone accountable (again) for implementation. You may pick six skills to assign to the group, but you pick an additional one each for both Joe and Mary based on their individual weaknesses. And then what? Then you monitor.

Create meaningful position descriptions and measurements.

This is another area that is typically woefully weak. Most companies are using outdated position descriptions they created a decade ago. And measurements? They don't even exist. But how can you expect greatness from people if you have nothing by which to measure that greatness?

For each position in your company, you need current and realistic position descriptions, as well as measurements you use to determine if someone is successful in their posi- tion. You utilize these devices for infbrmal reviews (can be done by telephone) and for forrralizcd quarterly rcvie ws. Naturally, these documents are crucial for year-end reviews, but if' you currently only conduct year-end reviews, it's too late. People nccd f'eedback more than .just once per vcar.

Preparing position descriptions ancl measuremcnts carefully will keep everyone focused on the goal: highcr sales and rcvenue for the company. You'll also discover that the goal of increasing sales and revenue is part of everyone's job to some de-rIree. Ultimately, thc more detailed you can be and thc more you rnonitor. the more you encourage people to be -great.

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E,very deparlment nccds a plan. But the question often askcd is. "What do I plan?" The answer: F,vcrythin-e.

Here's an example of some planning ideas using the sales departmcnt as the focus. The following list o1' planning objectives would be done lirr cach salesperson on staff:

What is thc "no later than" date you want to land/increase business with ABC Corp. and 50 others?

What arc you going to do quarterly and monthly to make the rcsults happen?

. What is the salesperson's v.p. of sales (and rcgional manager. if applicable) going to do to ensure the rcsults occur?

Thcre lrc about 50 mole items to planning lor the year, s0 you would include e\rerything that is to be done, by whon.r. and by when.

Planning requires ii krt of thinkin_e timc without interruption. A good idea is fbr the people charged with planning to work off--site with a consultant to focus intently on both the big details and the little ones. Why offsite'/ Yogi Berra said it best: "How the hell are you going to think and hit at the same time'?"

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Most organizations don't have enough fun, which is almost a corporate crime. But every company should have a goal of being the most fun place to work in town.

A f'ew benefits of fun inclucle:

. It prevents a succession of ordinary days.

. lt promotes creativity.

It elevates retention of your best ernployees.

It improves recruitnrcnt cfforts. .lt aids with tearnwork. . It increases risk-taking. aggrcssiveness. job satisl-action. and nrcntal health.

It boosts revenue as clients want more excitement, too.

Perhaps most important: Thc bcst of the bcst always want to work at ir fun company. So let the grumpy. ne-{ative and whiny people work for your compctitors. Instill fun in your culture and you'll have a workfbrce that's by far thc cream of the crop.

Of course. thcrc's much morc t<r corporate culturc than thcsc f ive points. However. this tbundation will gct your courpany started on the culture transfornration.

The bottonr line is that if yoLr want strongcr rcvenues. then you must develop a stronger culture. A culture of grcatncss trunlps any othcr.

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