Contributors
Founder and Chair – LMFC
Vice Chair – LMFC
President and CEO – LMFC
President & CEO – The Bank of Holland
SVP of Shared Services - LMFC
Since the first blog post on culture was published, I have had a number of comments and questions about this topic.  Most revolved around the question of what to do to establish a culture in a company or fix a culture that has been damaged for one reason or another.  This seems to be a common problem.   Why is the right culture so important yet so elusive?

Culture is defined as “the quality in a person or society that arises from a concern for what is regarded as excellent.”  Isn’t that something we all want in our lives?  Don’t we all want to be great at something?

Those of you who have excelled in something know it doesn’t just happen.  It is the result of a clearly defined goal, a strategy to achieve that goal, much work and commitment, and a willingness to pursue that goal when times get tough.  It seems to me that establishing, nurturing, and maintaining the right culture in a company is no different. 

It starts with clearly defining what we want for our culture.  Does it start with product design (like Apple)?    How do we want our people treated?  Are we willing to spend the time and money to insure our actions live up to our hype?   Do we really want our company to be excellent and stand out among others in the industry?   Where does profit fit in?  How do we want to treat our customers and what promises are we going to make to them?   What are we willing to forgo in our pursuit of profit?  Is our culture for sale if the price is right? These are great questions to ask yourself and your team. You should also ask these questions to a broad cross section of customers and employees. 

After you get some answers to these questions, it is time to really understand where you are right now.  Assess what your current culture looks like and figure out where you are succeeding and what areas need attention.  This is the difficult part because broken cultures cause people to become defensive, upset, angry, hurt and sorry and always get in the way of excellence.  This process needs to be led by the owners/senior managers of the company and should be in an honest and non-threatening environment.  If the culture is badly in need of attention, don’t be surprised if this takes much more time than you think and ends up being hurtful for everyone involved. 

Once you know where you stand, a long-term process of improvement begins.  This same group of people needs to do something to build on the positive traits and establish a game plan for the areas of improvement.   Be sure to outline specific actions to be taken.  Publish them for all to see.  Once these actions are established, get to work on making them happen.  Early progress is critical because your people will question if this commitment is lasting and something to be taken seriously.  Establish a regular meeting to review your progress, assess what is working and what isn’t, make adjustments, and continue to address issues as they arise.  Be honest in your evaluation of what is working and what isn’t.  Be sure to celebrate your successes and honestly acknowledge things that aren’t going quite as well.  Your employees will be watching carefully. 

This process takes time and commitment but like any other business situation, progress can be made if the right process is implemented in an honest non-threatening environment.  Are you ready to make the change? 

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