Culture: The Warm and Fuzzy Fallacy (Part 2)

Ok everyone. Happy holidays! I hope you enjoyed some time away from the office. We all need it.

Last time we spoke I was talking about culture, the myths associated with it, and which components of the employee experience shape the culture. It isn't just the warm and fuzzy, the fun and outgoing. It is cold, hard business morality and ethics and that drive a culture. To recap quickly, these are the 5 areas we look at in defining the employee experience:

1. Interpersonal interactions (peer to peer)
2. Supervisor-employee interactions
3. Work load
4. Work ethic
5. Work environment

We went through the first two, so we'll pick back up on number three.

Mission Impossible

3. Work load

The work that you expect of your team plays a role in the experience they have when they work with you. It sounds simple enough. Tell them what you want them to do, and they'll do it. How hard could it be? As we're seeing more and more, it can be very difficult to do this, and that creates a strain on the employee, and on you. If the parameters of a role are not clearly outlined at the time of selection, you put your employee in a sticky situation. What am I supposed to work on? What is time sensitive, and what is a "nice to have"? Do they really know what they expect of me? These are all the questions you get when your first stab at laying expectations goes sideways. Without clarity, the work load becomes frustrating, because your team doesn't know what the work load actually is. The work is important, but it can't be qualified by the manager, so how can he/she expect the employee to qualify it. I've heard from managers before the saying "just put something in front of me and I'll tell you if it's good". You get an employee working as hard as he/she can only to be told "this isn't what I wanted". That's crushing, demoralizing, and it's easier too. There's almost nothing worse than being blind in a fight and being expected to still win. We can all say what it doesn't look like, but can we say what it should look like? Give an employee the blueprint, and expect success. Send them in blind, and you create an experience of frustration and inadequacy... not exactly a culture builder

On the opposite side of this, sometimes the work is clearly defined, but it's just impossible to accomplish. Setting unrealistic expectations can be just as frustrating as unclear expectations. You can see some employees putting in 75-80 hour weeks, and still not getting the job done. Usually that's not a case of them not being intelligent, but rather the task is so daunting that the manager couldn't do it him/herself. Law firms get a bad rap for the hours they have their associates work in the first few years out of school. They have to hit a certain number of billable hours to know that they are contributing value to the firm. Some weeks it can be done, others it can't. But if you put an employee in a situation where the failure rate is higher than the success rate, expect them to fail, and expect them to leave. With workload, you need to strike the right balance in order to maximize your talent. Give expectations that are clear and attainable, but also will drive the business, and give your employee the keys. We have to say with conviction we've given our team every chance to succeed if we expect them to. Do your part, and it creates an experience and a culture of success, accomplishment, and accountability.

We all have one of these guys...

4. Work Ethic

This is a simple one to talk about. Look at the work ethic of your team. Do you see them "burning the midnight oil"? How often? Are they efficient? Are they innovative? Are they 9-5er's every day, who always complain there aren't enough hours in the day, but take an hour lunch daily and vacation once a month? Usually, your results will give you the barometer on this topic. You don't want to promote slave labor, but you also don't want slouches either. Keep a close on eye on the team around you. Motivated individuals find ways to get the job done if they're set up for success. Sometimes they get it done in spite of your own ineptitude as a leader to set them up for success...just don't make the latter the status quo or they'll leave you for greener pastures. 

How hard your employees work will tell you a lot about the experience they are having at the company. Motivated employees have some reason to be invested. Maybe it's your compelling vision, your core values, the work they're doing, or maybe it's who they are. In any case, their work ethic sets the bar for other employees and new selections, who will see quickly that this is the pace we work at, and you need to be with us or you won't last long. It helps you create culture of expectation, but one of personal accountability as well. 

A glimpse into Google's headquarters...must be nice!

5. Work environment

Remember, people are at work and with their work family more than they are at home these days. It's just a fact of life. That being said, the environment you create in the workplace is something that can keep people feeling satisfied, or one that can set them off on a tough day. The environment is all about the smell, feel, sight, and general appeal to your senses. You can affect this! 

Think about the work spaces everyone has. Do you give them so many documents and folders and files that they need a full desk and file cabinets, but you only give them a cube? Do you flirt with breaking fire code after every new selection joins the team? Is there anywhere for them to relax in the office? Does the bathroom work? These sound like stupid questions, but you'd be surprised how many people consider some of these things minor details because they have a business to run. Be intentional about how you build in work spaces. Dreamworks did an amazing job with this. Here's the link below:
http://www.forbes.com/sites/georgebradt/2012/08/07/steelcase-ceo-on-how-office-layout-impacts-corporate-culture/

Google is one of the smartest places when it comes to creating work life balance through a healthy work place. They provide on site entertainment, meals, nap spaces, etc. While I know that not all of us are working for 500 million dollar companies, we can take this vision and scale it back. At a place I worked, it was only a 1600-2000 sq ft suite, we had a break room that people used for all sorts of things: chatting in the morning, naps, meetings. We also did a grocery run every week. Our assistant would order within her allotted budget and get snacks everyone liked and could pick from. We used to count down to Monday's at 10am when Freshy D's would come through the door! It was a little perk, but it made working in a cube bearable, because the company showed in different ways it cared for us. Create an employee-centric culture with little perks to show you appreciate your team...it can go a long way in shaping their experience.

Culture, as you can hopefully see from our conversation, is a real thing. It is tangible, but only if you make it that way. The biggest challenge in any organization is making the things that can elevate you go from theory to practice. The difference between the Googles, Apples, and Zappos! of the world is merely that they invested in culture, and realized that the investment was just that...an investment. It would take time to reap dividends, but the dividends would be worth it in the fullness of time. As a society we have become so instant gratification oriented, and that's attributed to the economic climate and the age of technology we are in. We have allowed this to translate to business, and we are seeing negative results. Rome was not built in a day. Cultural change, as told to me by the Director of Training for the Ritz Carlton, can take 7-10 years to permeate every aspect of your company. That's not happening overnight! Be patient, stay the course, and keep the integrity of your systems and principles in tact. You will see the results, and your change will last.

One more holiday to go, and we're back full speed ahead. Blessed new year to all, and to all a good night!

Stay inspired, be developed, be the change!
~AI

Culture: The Warm and Fuzzy Fallacy (Part 1)

Culture culture culture. It's another buzz concept in business, right up there with core values. Everyone either wants it, or touts that they have it and tries to prove it. Even more so, everyone that says they have a culture thinks it's because they do fun things with their employees, like scavenger hunts and other little games. Culture is more than the warm and fuzzy that people make it out to be. It is a living, breathing tool that can either push your company out above the pack, or one that can leave you mired in mediocrity. Regardless if they say they have a culture or not, the chances are they do have a culture, but it's one that's been created in spite of their efforts to control it, not because of them.With that in mind, we need to get to the heart of how culture is formed, in order to understand how to use it to be your strength, not your crutch.

Company culture is formed one of two ways: intentionally or unintentionally. If you're going to talk about culture, you've got to be able to define it first. Culture, as defined by a mentor of mine, is the context in which the organization occurs for individuals within the company. Now, not to get all metaphysical on you, but how does an organization occur for someone? A lot of it comes back to the experience itself. An experience is formed by the following areas:

1. Interpersonal interactions (peer to peer)
2. Supervisor-employee interactions
3. Work load
4. Work ethic
5. Work environment/conditions

Let's talk about all these different areas, and how they affect the experience that creates the culture within the organization.

1. Interpersonal Interactions (peer to peer) 

How your employees treat one another is a big deal when it comes to shaping an employee experience. If you want people to feel they work in a company that promotes team first, not me first, lateral conversations will be the first indicator of how often that is happening. Remember that this starts at the top, so team C suite, step your game up. Are you communicating with your peers in a respectful manner? Respectfully doesn't just mean being cordial, but also having disagreements in a healthy way. Healthy, meaning you don't get upset and storm out of the room when you're not seeing eye to eye. Healthy, meaning you know there's a line that you can't cross, and so you never cross it. Can you laugh and joke, and yet at the same time be professional when the time calls for it? 

These are all major indicators of the interpersonal experience you create for your workplace. Respectful dialogue is so often overlooked, because it seems so self explanatory, that everyone should do it. The key word is should. I have been in executive meeting rooms where people just say whatever comes to mind, respectful or not. Don't forget, everyone is a person, with lines and barriers that you don't cross, and if you do, realize that you could destroy the relationship for good. If you want a culture where your employees respect each other, make sure your executives do first. Secondly, if you want to be extra careful, think about a little document titled "conditions of communication and satisfaction". Create accountability through clarity, and people will know where the line is...you spelled it out for them!

These days are over!

2. Supervisor-Employee Interactions

On one hand, how lateral conversations between peers take place will tell you a lot about the culture you're creating. However, another relationship goes an even longer way in defining what your culture looks like, because it has to exist in order to create some form of organizational hierarchy: supervisor-employee. This relationship is time old in existence, and sometimes time old in practice. Supervisor right, employee wrong. Supervisor good, employee bad. Even when the shoe is on the other foot in reality, it really isn't. Why? Because he/she is the boss, and the other guy isn't. I'm here to tell you today that if you live by this mantra, your best talent will leave you in a heartbeat, and your culture will be one of fear, not respect.

Supervisors, the time of always being right is over. With a generation of young thinkers joining the workforce, we have to be mindful of what they bring to the table and what they are capable of in the long run. Nurture, not nature. Coach, not reprimand. Expect that employees will make mistakes. Supervisors, you do too. This is human nature. How supervisors handle failure will go a long way in determining who stays and who goes. The transformational concept of correcting and learning from mistakes is really not so transformational. Simply put, do not let your team be afraid to fail. Failure is not acceptable, and must be corrected, but failure does not mean you are dead in the water and should look for a new job. Supervisors used to be able to get away with berating their employees, talking down to their employees, and looking at them as second class citizens. If you want to develop a workforce and a relationship with your team, where they will run through walls for you, then encourage them in spite of their failures. How you treat them when they're at their worst will determine if you'll always get their best. Culture forms from these interactions more than almost any other, because it is the most natural of relationships. Get this right, and your chances to get your culture right exponentially increase. 

Alright everyone. Well this is a pretty big topic, so we're going to split it up over two or three posts. It's holiday season, so stay warm, eat well, and laugh a lot!

Stay inspired, be developed, be the change!
~AI

Core Who? (Part 2)

Hi all,

We're picking back up from our last conversation about core values, and I left you on 

the edge of your seats! So let's jump back into it.

3.       No thesaurus necessary, please

Many organizations, with the intent to “distinguish” themselves from other companies, use big, intricate words to define their values. Forthrightness or constancy sound like a wonderful values, but so do integrity, honesty, or candor…and all five of those words mean about the same thing, but only three of them fit on one line without overtaking the entire page, and can be understood by the common man. Your values need to be relatable to every employee, the C suite all the way down to the custodian. If someone cannot identify with a core value, then don’t be frustrated when you don’t see it being lived! Simplicity speaks louder than anything complexity could write. So keep it simple smarty!

4.       Intangible values need tangible foundations

The number one problem with core values is that once you create them, you think it’s over. Everyone saw the words, heard our lecture on why they’re important, and so let’s see them in action. This does not work. If you want to see your values lived in a certain way, then give your values the life you want them to live! Create behaviors that identify with your values. Show your people what you believe it to mean when you ask them to live the value. We are in a world that wants to analyze everything, and there is nothing wrong with that. Don’t send your guy to a gun fight with a knife. Give them all the tools they need to be successful. If you want to rate your team on how they live their core values in their performance reviews, or want to interview, discipline and reward based on the values, give them guidelines. Obviously understand that you can’t cover every behavior that defines a value, but give enough parameters and people get the idea. The more clarity we provide in expectation, the better the expectation of execution. Further, the better the execution, the better the results.

Core values have a special place in my heart, because I have seen them work in the workplace. When you create a moral fiber in your company that you hold everyone to, yourself included, it lays out the rules of engagement within the team. We know how we will communicate with one another, and we know what to expect of each person, because our values tell us what to expect. It’s like a contract they’ve signed. When new selections join the team, they see what’s expected of them, because everyone at the company is already living it. This creates a culture of accountability to your values, which, if aligned with your vision, will drive you to success.

Zappos! Brands has mastered the use of core values in creating an amazing company culture. Their core values are at the heart of major decisions in the company, and are infused into every aspect of the organization. They are values every employee can get behind, can understand, and most importantly can live. These values produce a motivated workforce, a fun place to work, and solid bottom line. Organizations with highly engaged employees achieve twice the annual net income of organizations whose employees lag on engagement ("Engaging the Employee," A Kenexa Research Institute WorkTrends Report, 2008). Just wanted to give you some food for thought when you wondered if this affected your profits...it does, and it will.

Core values, when implemented the right way, from the top down, can be the magic you’re looking for to reengage your workforce. Just don’t expect it to happen overnight. Integration is a process, but one that is well worth it. Take your time to build a set of values that reflect who you are, who your employees are, and who you all want to be, and you will see the effects over time. It is transformational, dynamic, and most of all, a blast to see in action. May your search for values be short, sweet, and successful. Happy hunting!

Stay inspired, be developed, be the change!

~AI

Core Who? (Part 1)

Core values are an enigma in the business world these days. They are the new sexy trend, and everyone wants them. Unfortunately, not everyone knows what to do with them once they’ve got them! As we continue to delve into the depths of how to build company culture that will transform our organizations, we hear the experts telling us how important the core values are. So what do the executive teams in your organizations do? They start scrambling, hiring consultants, and formulating a set of values they think defines them as an organization. So, they think, we’ve built these core values, and now good times will come…right? Not quite yet.

Core values have a deeper meaning than just being words on a wall, which is what happens in many companies. These are the fabric of your organization. They are the moral fiber that you live by, and you expect your team to live by. Your core values should be the underlying factors in every major decision you make as an organization. But it’s important to make sure the values truly reflect who you are, because otherwise you create an identity crisis within your organization. So how do we develop core values?

Here are four steps to think about:

1.       Think about your vision

When we spoke about vision a few weeks back, I wanted you to get an idea of why casting the right vision is important. Who you are and where you want to go as an organization is important, so you always have a point of reference in your decisions. When crafting your core values, make sure you see alignment with your vision. Your vision should inspire people around you to want to be a part of your company, because they are excited about the direction your company is headed and what you want to accomplish. Your vision is the destination you are trying to arrive at. Your car is the organization itself, which will be the means to accomplish your vision. You need an engine, the power that makes the organization go. Your values are that engine. If you put the wrong engine in the wrong car, you go nowhere. Remember that!

2.       Be a realist, with a hint of idealist

You’ve got to make sure that as you formulate what these values will be, you remember the identity of the organization you are a part of. A good way to do this is to look at your personnel. Whoever is in the room with you, that’s bought into your vision and is behind you, obviously has different things that you need on your team. Each person’s quirks and tendencies and drive are all components of your organization’s identity. Think about your family. The identity of your family is defined by the people in it: their mannerisms, attitudes, actions, etc. The same with the organization you are a part of. So with that in mind, your values need to reflect the identity of the organization as you want to see it, and how it really is. People need to be able to see themselves in your organization, because it is their organization too! A good way to figure out people’s individual core values is the tribal leadership values exercise. Here is the link:

http://www.culturesync.net/toolbox/mountains-and-valleys/

**A quick note: if there are individuals in your company that exhibit negative tendencies (poor work ethic, attitude, etc.) that you believe are a drag on you, those are not individuals you consider as components of your organizational identity**

We will continue with the last two steps in my next post, so marinate on this and check back soon!

Stay inspired, be developed, be the change!

~AI