Creating Company Culture One Leader at a Time

Company culture is one of the key factors in hiring and retaining the right people for your business. The culture of your company is what makes your business unique, desirable, or non-desirable. How many of us have been in an interview where the CEO or top executive went on and on about the incredible company culture they've worked so hard creating, only to find out after accepting the position that the culture he/she was selling you so passionately, was simply on paper, not a living breathing culture in the actual company? I know the number is large because I've coached many businesses and typically their culture is theoretical and not put into practical use. One of the most dramatic experiences I've had with the effects of company cultures happened last year.

About one year ago I was hired by a business that was on the verge of shutting their doors after just four years of being in business. The turnover rate was incredibly high and many of the employees that had any longevity with this company were detrimental to the morale. What this business did have going for them was that the owner was wise enough to know that he was ultimately the problem but couldn't figure out where he was going wrong. The coach in me was salivating and I couldn't dive in quick enough. After extensive meetings with the executive team of six people, I was able to begin to see a pattern. The company had 57 employees at that time, ranging from wet behind the ears to senior level. Two weeks after I was hired I spent one Mon - Fri week emerging myself into their day to day, speaking with and observing everybody from the adorable twenty three year old that just graduated from college to the CEO. Once the crew realized I was there to improve the situation and not on a witch hunt, they relaxed and we began to unveil some major issues. It's amazing what you learn when you sit back, listen and observe.

There were a few major inconsistencies that were creating confusion and a super crappy morale, but the main one was the culture or lack thereof. When the executive board couldn't describe the culture without reading it off the printed culture statement, I knew the problem was big but not a lost cause. This wasn't my first rodeo and I was confident we could turn this around in a grand way. The owner of this company only had the best intentions when he created what he desired the culture to be...but intentions don't mean anything without actions. The top three on the culture list were 1. Work-Life balance 2. Team environment 3. Team building activities. One at a time we went through the entire list and just from the work week that I spent there, it was painfully obvious that not one of the cultural desires the owner envisioned were followed through with on a consistent basis if done at all. When I asked what work-life balance meant to them, their answers were all over the place. Nobody really knew what it meant, but they knew the super hyped buzz word. Personally I believe work-life balance is a myth. Instead of focusing on an empty term, we changed it to a Time Management culture. When you utilize your time in the most productive way, both at work and at home, you are likely to fulfill what work-life was supposed to be.

The product/service the company was offering had loads of value to it, they were highly marketable, and they were making a profit. Everything was doable except for the frustration of this unhappy environment, which was enough to make the owner strongly consider packing it in. Now it was time to put their money where their mouths were.

For the next three months, once a week I had one on one individual hour long phone sessions with the owner, every executive and lower scale management. In total I was coaching seventeen people from this company, every week. We'd mainly discuss company culture, mission, and values...what they were struggling with and solutions. At the end of each week, I'd discuss with the owner what the issues and struggles were for the week. Then we'd discuss actions that create solutions. This freed up his time so he could focus on the growth of his company and his employees, instead of racking his brain trying to figure out what the issues were. After a few sessions with each person, we were on our way to being completely unified in creating the culture that the owner desired and that will create the best environment for all involved.

By month two, the tone of our conversations began to lighten up, the issues began evolving into actual production issues as opposed to morale and turnover issues. Each individual began expanding their own professional goals and personal ones as well. Without budging, I held the owner to the highest accountability and he forced himself to live the culture that he desired to create for his company, no matter how uncomfortable it made him.

Three months end...We had every one that was considered either an executive or a manager, walking the walk. It was time for another week at the company with them. Immediately upon entering the building, I could feel the change. There were smiling faces, people focused on their work, and the communication was entirely improved. Back in the boardroom with the same six people I started this journey with...except this time, they were all engaged and eager to see where they were heading next. Turnover was the lowest since they opened their doors. I asked what they believed was the biggest reason for the company wide change and the owner raised his hand, which was incredibly funny. He said, "It starts with me and trickles down from there. I've walked through the office and have seen the change in how leadership is speaking to their teams, how the leaders are living the culture and showing by actions what they expect from everybody else." Talk about getting the goose bumps!

Today, this company is making their highest profits yet, has slim to no turnover even though their workforce has more than doubled, and I received an email for the wife of the owner thanking me for giving her, her husband back. That's a heck of a thank you note to receive!

Quick facts about company culture:

1. Employees learn the culture from the top down.
2. Culture is and should always be evolving.
3. To create a solid culture, do what you say you're going to do (Team building events, family nights, continued education...).
4. When you hire according to your culture, you will have a very low turnover rate.
5. Those that are culture killers need to be eliminated (fired, not killed).

Thank you for reading. If you enjoyed this article and found it useful, please like, comment, and share! #CompanyCulture #CEO #BusinessOwners #Leadership #Morale

About the Author:

Debbie Dickerson is a Life and Business Strategist, Entrepreneur, and Author. She works with individuals, couples, teams, small and large groups, and businesses to achieve the personal and professional results they desire. Debbie is also available for speaking engagements.

Contact me to learn about different plans I offer and to schedule a free consultation.

Debbie Dickerson

Life and Business Strategist

[email protected]