As a leader you might think you have culture, but look closely and be honest with yourself. Is it authentic?
Culture
is not the idea of any one person, but the collective behavior of the
whole. Culture is not architecture, it's not interior design--it's the
thoughts, feelings and voice of your business. It's the essence of your
organization. Invest wisely.
"If you get the culture right, most of the other stuff, like delivering great customer service or building a long term enduring brand will happen naturally on its own," Tony Hsieh said to me years ago, and that one sentence would impact all aspects of my life. In fact, it would become my mission statement.
I often refer to highly functional organizations as organisms. They no longer operate as individuals, but become one, with each part of the organism operating effectively, interacting and communicating efficiently. More importantly, it becomes an organic system where innovation thrives.
As a creative director and executive consultant working with Fortune 500 companies, studios, agencies and tech startups, I take a holistic approach to solving problems. By taking a comprehensive look at all aspects of the business, rather than just one isolated area, I'm able to make fundamental changes that impact the bottom line. Interestingly enough, I usually don't have to look very far; the root of any problem can often be traced back to culture. Get the culture right and the other stuff will happen on its own.
Every cultural evaluation starts with an assessment, I'll sit down with board members and systematically work my way through the business all the way through to the consumer. I'd like to highlight this next piece of information: The consumer will have the most valuable perspective.
What is your mission statement?
What are your core values?
What are your goals?
Upon first glance those questions seem simple enough, but let's take a closer look. Everyone in your entire organization must be on the same page, and if they aren't, you have to find out why. It's fascinating to me that there are still leaders who think of culture as idealistic and corny. It's in these environments you find highly dysfunctional "systems," poor communication and low morale, resulting in underperforming departments.
Great leaders, much like Hsieh, work tirelessly in their pursuit to create the perfect culture. In Tony's case, he didn't want to make the same mistake twice, and with Zappos his number one priority as CEO would be to focus on culture. Easier said than done, sure, but this is always my recommendation.
Many startups I've worked with think they can focus on culture later on down the road, and nothing could be further from the truth. It's much easier to get the culture right before you grow, because after you've become more successful it's too late to change your foundation. Money and people will only complicate the process.
Culture is organic. As you hire more people into your system, the culture will change, unless you and your team understand the foundation and framework of your business. A fantastic example of this is the Zappos hiring policies and strategies. If a potential or current employee doesn't fit the fine-tuned company culture model, they simply do not remain a part of the business.
So, how can you know if your culture is authentic? As a leader you might think you have culture, but look closely and be honest with yourself. Is it authentic? If it's not, it's just a matter of time before you see fractures in your operational structure. Talk to your employees and customers often, do they get it? Do they resonate your vision and goals? The best person to ask is one who is leaving your organization.
If you are a business leader and you realize there's an opportunity to refine the culture, I want to hug you. You're truly get it, and you're the perfect person for the job.
Here's where you need to begin:
Your mission statement, core values and goals should be everywhere, for everyone to see. Start town hall meetings with them, hire an artist to paint them in your hallways, print them on letterpress posters and give them out to every employee.
Because, as the great Peter Drucker once said "Culture eats strategy for breakfast."
What do you believe? What does culture mean to you?
www.inc.com
"If you get the culture right, most of the other stuff, like delivering great customer service or building a long term enduring brand will happen naturally on its own," Tony Hsieh said to me years ago, and that one sentence would impact all aspects of my life. In fact, it would become my mission statement.
I often refer to highly functional organizations as organisms. They no longer operate as individuals, but become one, with each part of the organism operating effectively, interacting and communicating efficiently. More importantly, it becomes an organic system where innovation thrives.
As a creative director and executive consultant working with Fortune 500 companies, studios, agencies and tech startups, I take a holistic approach to solving problems. By taking a comprehensive look at all aspects of the business, rather than just one isolated area, I'm able to make fundamental changes that impact the bottom line. Interestingly enough, I usually don't have to look very far; the root of any problem can often be traced back to culture. Get the culture right and the other stuff will happen on its own.
Every cultural evaluation starts with an assessment, I'll sit down with board members and systematically work my way through the business all the way through to the consumer. I'd like to highlight this next piece of information: The consumer will have the most valuable perspective.
What is your mission statement?
What are your core values?
What are your goals?
Upon first glance those questions seem simple enough, but let's take a closer look. Everyone in your entire organization must be on the same page, and if they aren't, you have to find out why. It's fascinating to me that there are still leaders who think of culture as idealistic and corny. It's in these environments you find highly dysfunctional "systems," poor communication and low morale, resulting in underperforming departments.
Great leaders, much like Hsieh, work tirelessly in their pursuit to create the perfect culture. In Tony's case, he didn't want to make the same mistake twice, and with Zappos his number one priority as CEO would be to focus on culture. Easier said than done, sure, but this is always my recommendation.
Many startups I've worked with think they can focus on culture later on down the road, and nothing could be further from the truth. It's much easier to get the culture right before you grow, because after you've become more successful it's too late to change your foundation. Money and people will only complicate the process.
Culture is organic. As you hire more people into your system, the culture will change, unless you and your team understand the foundation and framework of your business. A fantastic example of this is the Zappos hiring policies and strategies. If a potential or current employee doesn't fit the fine-tuned company culture model, they simply do not remain a part of the business.
So, how can you know if your culture is authentic? As a leader you might think you have culture, but look closely and be honest with yourself. Is it authentic? If it's not, it's just a matter of time before you see fractures in your operational structure. Talk to your employees and customers often, do they get it? Do they resonate your vision and goals? The best person to ask is one who is leaving your organization.
If you are a business leader and you realize there's an opportunity to refine the culture, I want to hug you. You're truly get it, and you're the perfect person for the job.
Here's where you need to begin:
- Ask questions and listen.
- Gather your stakeholders and ask them the three questions above.
- Be wary of biases and agendas, they will surely derail your efforts. It's time for honest conversations.
- Talk with your employees and talk with your clients.
Your mission statement, core values and goals should be everywhere, for everyone to see. Start town hall meetings with them, hire an artist to paint them in your hallways, print them on letterpress posters and give them out to every employee.
Because, as the great Peter Drucker once said "Culture eats strategy for breakfast."
What do you believe? What does culture mean to you?
DUANE FERNANDEZ | Columnist
Duane Fernandez
is a creative director, strategist and student of ideation. He helps
Fortune 500 companies, celebrities, studios and tech startups to create
cutting edge marketing campaigns that expand their audiences.www.inc.com
