In
an environment of an ever-changing workforce
and (sometimes daily) changes in technology, the one thing that can and
must
remain constant in a successful organization is a positive winning
culture.
Organizations are talking more about culture now than
any time in the past. In recent years there has been vigorous debate on
exactly
how important culture is in an organization and what effect it actually
has on
people, performance, productivity, and the bottom line.
In
his book, The Advantage: Why
Organizational Health Trumps Everything Else in Business, Patrick
Lencioni addresses
the
importance of a healthy positive organizational culture: “The single
greatest advantage any company can achieve is organizational health.
Yet it is
ignored by most leaders even though it is simple, free, and available
to anyone
who wants it.” The well-known researcher and author in the
field go on
to say, “Organizational health will one day surpass all other
disciplines in
business as the greatest opportunity for improvement and competitive
advantage.”
The
great thing about organizational health is that it does not
discriminate among organizations since it is all about the people. I
have
worked with both large and small companies and the same principles
apply across
the board- take great care of your employees, they will, in turn, take
great
care of each other and your customers. A
win-win for everyone!
Through
my work with various organizations, I have found the
following five principles essential to building and maintaining a
positive
winning culture in your office or the entire organization. The reality
is that
they require very little financial investment, yet can have the largest
impact
on success.
I.
Build
Trust
Trust
is many times taken for granted until it is broken. When
it is broken it can take a very long time to regain. Here are three
things you
can do to make sure you are building trust: (1) make sure your guiding
documents
(Handbook, Policies, etc.) reflect the culture you desire; (2) make
sure the
application of all policies and procedures are fair and free of
inconsistencies. People talk and know how others are treated by
supervisors, even
if you ask them not to; and (3) do what you say you will do (walk the
talk).
II.
Culture
Starts at the Top
The
leaders at the top of any organization are responsible for
the culture they desire. These leaders must: (1) model the desired
culture, not
mandate it. If you want your employees to behave and act a certain way,
you
must first behave and act in that exact way. I call this “trickle-down”
behavior, and (2) build a sub-culture of leadership by developing
current
leaders and having a surplus of leaders who live and model the culture.
III.
Focus
on People, Not Processes
When
your people are treated with dignity and
respect and feel valued they will perform at levels that will surprise
you. As
a result, your processes will improve. Here is how you can begin to
focus on
your people right away: (1) define the value proposition. That is,
define why
their work is meaningful. People
love to know that what they do is making
a difference; (2) create an exciting work environment. Find some things
to do
in your agency that will make the atmosphere fun and
enjoyable. One
example of this would be to have a lunch once a month based on a theme
such as
Italian or Hawaiian. Another example would be to create a “Shout Out”
board
that is placed in a prominent place where people can post encouraging
notes
about co-workers who have gone above and beyond to make things better
for
clients or colleagues.
IV.
Speak
as One
Every
leader at every level must speak with one voice.
Communication is key. The message from the top must be consistent and
frequent.
Your people need to know exactly what is going on and how to perform
their jobs
to your expectations. Speaking as one both limits confusion and allows
everyone
to be as productive as possible.
V.
Protect
the Culture at all Costs
In
a winning culture, everyone acts and behaves in a way that
supports the culture and helps to make it stronger. Protecting the
culture
requires that you: (1) build strong team relationships through training
and
development; and (2) encourage those who refuse to fit into the culture
to find
a place that suites them better. One person who is not happy and does
not fit
the culture can bring others down or slow down the productivity of the
entire team.
If
you begin with these five essentials you will be well on your
way to establishing and maintaining a culture in your organization or
agency that
is welcoming to new people and will result in high morale and
productivity,
satisfaction among team members, and overall greater
success!
About the Author: Travis Jacob:
Owner and Chief Consultant- Ultimate Synergy, LLC
Travis is the founder and chief culture
consultant of Ultimate Synergy, a company based in Central Florida that
consults with organizations to help build and maintain a foundation for
a
strong and winning culture by taking care of people and focusing on
team
dynamics. A partial list of clients
Travis has
worked with include: Chick-fil-A, Osceola County Supervisor of
Elections,
Lockheed Martin, Sea World, WMFE T.V., and Dream Builders Realty.
Email: travis@ultimatesynergy.net
Website:
www.ultimatesynergy.net
