Think before you act

Changing a company’s culture just for the sake of change won’t work

By Matthew Mohr

FARGO – Matching the right employee work skills, opinions and values to the employer is a bigger challenge than it appears to be. A great place to work for one person may be a terrible place for another. A brilliant and perfectly trained plumber will probably not be completely satisfied working for an auto body repair shop, even if the pay is great and the owner provides many valued benefits.

An employee’s skills need to match the work performed, and the business culture needs to match (or at least be similar to) the employee’s attitude about work. With the changing demographics of our work force, some employees think that adding a game room or free coffee with a drink after hours will create the environment to become a great place to work. Similarly, inexperienced new employees may express dissatisfaction when an employer’s culture does not match their expectations; the new employee will often claim the employer is “out of touch” with today’s worker.

And as one would suspect, trying to make quick changes can leave an established culture behind, often alienating many of the existing key performers.

Organizational change, especially when it involves deep-rooted cultural aspects, needs to be approached slowly, deliberately and over time.

At one time, Gackle and Edgeley in North Dakota both were vibrant communities, but it is obvious today that both face some economic challenges. Many of the businesses in the towns could do a lot of things, and they probably have the opportunity to create the perfect workplace for millennials. But by doing so, would the businesses grow and succeed with their customers, or would a large number of millennials move to either town just for employment?

Perhaps a deliberate, committed plan of action by the city leaders together with the business owners could help the towns be rejuvenated. One single business striving for individual popularity could make a difference, but the impact would depend more upon that business’s market area and customers rather than its physical location.

We can provide all the training and incentives we want for marine biology, but that won’t bring an ocean to our rural communities. Our education efforts need to match with what economic activities and businesses can actually be viable here.

Our region is tied to agriculture, and as we expand globally, new skills are required along with a new understanding of multicultural customer needs. We cannot demand that customers in Pakistan accept our values and expect those customers to buy our products. Learning the right skills and matching education to business needs must continue to be a priority.

Using our strengths in agriculture is a promising road to long-term success. Trying to change who we are is not.

Amity Technology in Fargo is a perfect example of a business with roots in North Dakota and ties to agriculture. Amity has expanded globally, and in doing so, it had to learn the cultural aspects of selling in different countries. Howard Dahl, president and CEO of Amity, has had some incredible experiences while working in Russia to sell his products. While many others would have given up, Dahl has had the drive to work toward success and the vision to do what needs to be done to serve customers.

By thinking through the way organizational changes will affect the basic culture of a business, and by considering as well the markets that the business serves, managers can improve almost any business. Long-standing businesses become and stay successful by continuing on a course of excellence that best matches their customers and fits their employees’ skills and attitudes.

Changing just to meet current fads does not create success.

Matthew Mohr CEO, DACOTAH PAPER CO. FARGO

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THE FUTURE DOESN’T ALWAYS KEEP ITS PROMISES. FORTUNATELY, WE DO.

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Whatever tomorrow brings, Grinnell Mutual will be there for you. By growing and innovating, we’re keeping our promise to protect your interests — today and into the future. Trust in Tomorrow.®

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