Culture is more than just a buzzword.

Building a great corporate culture is more than just a buzzword; it's my life's work, and I'm excited to share my experiences with you. Why? Because I have found that culture has a huge impact and may ultimately determine an organization's destiny and success.

So, what precisely is company culture, and how do we establish it? These are excellent questions to consider. Culture is not an abstract concept but a real, breathing representation of the leader's personality, ideas, and approach. It's a tapestry weaved from the top down, with leaders setting the tone and guiding values that define the company's brand.

Culture is not static; it is fluid and changes throughout time. It adjusts to changing business landscapes, the expansion of the leadership team, and the ongoing movement of people in and out of the firm. It's a dynamic, ever-changing force.

As CEO, my purpose is clear. I want to create the proper culture to guide the company to the desired results. When I first join an organization, I assess what is working and what needs to be improved. Simultaneously, I prioritize understanding the pulse of the people within the organization and how it fits with my vision of a successful business.

It's important to remember that what works for one company cannot work for another, even if they're in the same industry. However, one common thread remains: people are the lifeblood of any company. Getting them to believe in the objectives and steps for success requires time and patience, but it is well worth the effort. Everyone in the organization must understand that it is a mission rather than a job and the value they contribute.

A company's culture reflects its leadership team and the conventions they build. Let me give you a simple example: when I took over as CEO of a company whose employees were frequently late for meetings, I knew it was time for change. Being late disrespects those who come on time and wastes valuable time and resources. I used a simple but effective motto: "To be early is to be on time, to be on time is to be late, and to be late is to be dead!" We delivered the message to everyone without exception that this behavior was no longer acceptable. At the same time, I practiced what I preached and tried to set a good example by always appearing early. Within weeks, we had revolutionized our culture, with punctuality and respect for everyone's time being the standard.

I've seen over and over again how decisive leadership can be in shaping culture. When I was passionate about something and prioritized it, the entire company rallied around it. On the other hand, if I let something slip, it would be overlooked throughout the organization. Another example of this is my attitude toward taking decisive action when needed. One of my trusty coworkers coined a word for some of my decisions: HTDs, or "Hasty Taylor Decisions," because I've always had an aptitude for quick action. Early in my career, I led smaller organizations, and in such conditions, we had to work smarter, harder, and faster than our competitors. Urgency became our ally, and we needed to succeed in a competitive environment. Being agile, ensuring that everyone on the team understands the critical importance of timely problem resolution, and advocating for our customers have been hallmarks of the organizations I've led. In essence, we've adopted the notion that, in today's fast-paced environment, the capacity to act quickly is a superpower, and we've used it to our advantage.

My most significant tip for cultivating a thriving culture is to encourage everyone to approach their work from an owner's perspective. Throughout the years, I've been fortunate to build a strong sense of affection and camaraderie within our organizations, lifting them beyond the confines of a job. The people I worked alongside, who gave their hearts and souls, grew into a close-knit family, a beloved sanctuary, and an honor to be a part of. Even though these dedicated individuals have dispersed across several companies, the relationships they formed remain. Trade shows and conferences have transformed into joyous family reunions, where the connections remain strong, the memories vivid, and the shared sense of belonging endures, transcending company lines.

As the organizations I oversaw grew, retaining that close atmosphere became more difficult. To solve this, I investigated numerous ways to involve employees in the company's continuous improvement process. My underlying conviction was that if each team member felt a sense of ownership over anything within the firm, it would significantly impact their purpose and conduct. In an upcoming blog post, I will discuss the practical implementation of OKRs (Objectives and Key Results) and how they played a pivotal role in transforming our employees into enthusiastic owners, driving our shared mission and success.

So, how can you be sure that our culture is working? I am proud to watch the many people I have worked with grow into sought-after industry leaders. Their journey is a testament to the culture we've diligently crafted, which instills common sense, a sense of urgency, exceptional skills, and a deep-seated passion for the mission. It proves it was more than just a job; the culture served as an open invitation to join a vibrant community of excellence and innovation that makes a lasting impact. It's not just about building successful companies; it's about forging an army of effective, influential leaders shaping the future.