Category Archives: Core Values
There are two ways to have your organization be molded.
The first way it to enact policies and practices as you go. This method addresses performance issues when they arise, meets compliance and regulatory standards, and manages the overall behaviors of the company.
It also has a direct impact on culture. and typically a negative one.
When policies are the driving mechanism in managing and leading, they take priority in the strategic goals of the company, leaving culture to be wrapped around it and fit in where it can.
For instance, if a policy is implemented in reaction to a new regulation of due to circumstances like increased injuries, then the culture may have to adapt in response. A company that claims customer service as a key value can hardly execute that culture when it devises a tenuous procedure on verifying returns or damage claims that protect the company first and leave consumers with a poor experience on how these claims are handled.
That’s where culture needs to be the driving force in everything an organization does. This is the second and best way to have your organization molded.
When culture has its rightful and preeminent place in your organization, it will permeate everything it touches. Culture well defined will seep its way into meetings, decision making, processes, and yes even policies. When culture is allowed to have its way, it will transform the way a company operates.
Those policies that are necessary due to regulatory compliance become less of an encumbrance to staff. Instead, culture will look at the compliance issue and say “How can we enact this in a way that still gives dignity to our people and excellent service to our customers?”
Culture will always keep your core values intact, engagement high, and your systems in congruence with your people. It will allow the human touch in business, not like the robotic and cold, technical and policy-driven approach does.
When culture is at the center, it’s effects will ripple out and make lasting waves through your organization. It flows more freely because it doesn’t force actions but enables them to be more organic.
In our fast, uber-breakneck world it is essential that we make decisions on the fly and be able to not only keep pace but if at all possible be ahead of the pace around us.
This speed in which we work to keep up with comes with the delicate balance of qualifying what is urgent and what is not.
An urgency by definition are the quality or state of immediate action. These need to be:
- Led by facts and not feelings
- Driven by the organization and not external forces
An urgent matter that is not properly verified and led by the perception of an immediate action can result in these negative impacts:
- Rush to act without qualifying
- Wasted time when it’s importance is revealed to be less
- Bumping truly important matters that yield more impactful, sometimes even immediate, results
- Additional stress to the organization
- Diminished trust in processes or people
If led by an external forces, such as customer demands or market forces, the organization can in effect:
- Give leverage to customers by setting precedents they cannot maintain in the future
- Take the company off its foundations by reacting to the market instead of shaping it
- Forgetting the core values for the sake of the urgency
- Giving more resources to areas that are not mission critical
Urgent matters do arise and need to be attended to regularly. The task leaders have before them is to take the needed time to verify how truly urgent an issue is and if they need to allocate any resources as necessary. When an unqualified urgency arises and leaders make the team go all-in for nothing, credibility or the leaders, the process, and the organization will always come into question.
Taking this time will make you a much more astute business leader and more effective in steering your organization down the right road to success.
It’s a wonderful privilege to honor your people through the various Employee Appreciation Days and Weeks.
Whether it’s Nurses Appreciation Week, Administrative Professionals Day, Maintenance Appreciation Week, Customer Service Appreciation Week or any of the other recognized weeks, they give a tremendous opportunity to deepen the level of engagement in your organization.
And yet many, many organizations, and particularly the leaders of those teams or organizations, display a shameful treatment of their employees that reveal to all of their people how they truly value them.
Consider some of these actual examples that leaders executed to show “appreciation” for their people:
- Ice cream sandwiches. (Yes, that was it! That was all they received!)
- Spotify gift cards – for new accounts only. Most of the employees had existing or shared accounts and ended up re-gifting these.
- The Starbucks or Dunkin’ Donuts gift card with just enough on it for a free coffee, not even a Venti or a Latte. (This happens more often that you realize)
- Leftover food from first and second shifts. (We appreciate the people on third shift but don’t want to stay up late to make that extra effort for them)
- Company t-shirts, mugs or anything else that praises the company and not the employee.
- Cheap nail clippers, name badge holders, pens, hats that no one will wear, and so on (you get the picture)
- Holiday hams, but nothing for vegetarian employees
- Letting budget be an excuse for not doing anything special (“That’s all we have budgeted for the week”)
These very examples (and many, many more) are just some of the reasons why employee engagement scores low in most organizations.
Great leaders know that while appreciating your team is an every day, purposeful event, when it’s time to focus such as the various appreciation weeks, going above and beyond will go a long way in keeping your culture intact.
If you want to make your people truly feel APPRECIATED keep these following principles in mind:
- So something different each day and every day throughout the week. Food one day, cards the next, auction off some gifts another day … be creative. Mix it up day to day and year to year.
- Have all the leaders spend whatever time is needed to execute and host and serve. (One year our leadership team spend all night making truffles and bagging them for the staff)
- Be available at all times to personally serve and thank your people. If that means giving up sleep for 3rd shift employees, or coming in on weekends and nights, then that is what you need to do. Nothing is more impressive than when a staff member sees their leader traveling to the remote facility, showing up at 1:00am, or hopping in their truck or loading dock to meet them personally.
- Don’t make a fool of yourself. Long speeches, drinking, or being inappropriate with your humor will do more harm than good.
- Careful of making recognition fun that doesn’t connect. Watch your people for their reaction and change course as needed. Get employee feedback throughout the year for what they want.
- Know your audience. If you give gifts that no one wants or can use (such as the holiday ham to the vegetarian), or show appreciation that misses the mark (such as humor or fun events that people think are boring or in poor taste, this can backfire on you. Study and know your people throughout the year to find what the culture of the team will appreciate.
- Be there. Don’t schedule vacations, seminars, or board meetings during this time. They want to see you. If at all possible ride with them, work alongside them, or find a means to connect during their work week to understand them better as not just employees but as PEOPLE.
- Spare no expense. That doesn’t mean to be unwise in your stewardship of company finances, but to be cheap (or frugal or however you justify it) will only make the employees feel cheap and undervalued. So many companies skimp on training and other initiatives for their people, that you will make a huge impact in letting them know the company and its leaders spent decent money on them.
Engagement and retaining talent starts with appreciation. Not only during a given week, but in every day, make your people know that they are appreciated in the way that THEY, not you, want.