I have asked a lot of people, what does a good company culture look like?  The most common response I receive is: “you know it when you see it”.  Frankly, I think this is a very accurate answer.  However, what is it that we see that makes us respond in this manner?

I think one reason why we may respond in that fashion is all these organization have something that cannot be tracked, written or heard.  The best company cultures are felt.  The energy in the room immediately picks up your emotional state to a better one the second you are in the same room.  You see smiling faces and energetic activity towards the task at hand.  No one seems to be just going through the motions and you immediately feel a sense of belonging.  It is that sense which gets those people up every day to go to work, not their alarm clocks.

How do you create that in a sales environment?  It all starts with your leadership.  You could hire “A” players all day and fail with a bad company culture.  Sales driven organizations with excellent company cultures often have sales managers out on the floor with their reps.  These managers are very up-beat, carry a positive disposition and communicate constantly with their team.  Recognition is at a high and they lead by example.  They are never afraid to get their hands dirty and do not let their title get in the way.  They’ll excuse themselves from a conversation to go introduce themselves to someone they don’t know and find out then if it is a customer, prospect or potential new hire.  They make their employees feel good everyday and it may be as simple as never being too uptight. 

Take this for example; would you tell your sales reps to take a nap if they felt tired?  Yes, allow them to sleep on the job for a half hour and pay them.  Some studies have actually shown napping increases productivity!  When those employees talk about their organization and reference taking a nap to friends and family, that message is probably delivered in a positive manner.  While most people in life will not work in an environment where “sleeping on the job” is allowed, it is important to recognize the metaphorical message it sends.  It makes that employee feel special, valued and trusted, a few of the many things that may give them that sense of belonging … being an integral part of a greater whole. 

The next time you walk into any organization and the phrase “you know it when you see it” comes to mind about good company culture, pay attention to what is happening.  What is it that you feel and what is it you suppose the employees feel?  What are their actions?  What is different and can any of it be applied to your place of work?  It will take a lot more than allowing naps to create the right culture, but be prepared to get outside conventional corporate comfort zones.

Matthew Pietzak – Area Performance Manager, Frontline Performance Group         

Fortune Magazine recently released their annual list of the 100 Best Companies To Work For. Here are some of the well-known names that earned their way on to the list:

• Wegman’s Food Markets - #3
• Zappos - #6
• Mercedes Benz USA - #15
• Stew Leonard’s - #18
• Whole Foods Market - #24
• Four Seasons Hotels - #53
• Publix Super Markets - #67
• Nordstrom’s - #74
• Men’s Warehouse - #87
• Starbucks - #98

Do you see what I see?  Not only are these ten companies on the list of Best 100 Companies To Work For, but each of these organizations have a strong reputation for providing outstanding customer service as well as sustained financial success. Coincidence?   I don’t think so.

In the book “The Customer Comes Second“, authors Hal Rosenbluth and Diane Peters discuss the philosophy of putting your people first.

“This is a formula that has worked for more than two decades, and has transformed his company from a small family business into a global industry leader, grossing over $6  billion.  In this classic on counterintuitive management practice, the entrepreneurial genius and visionary leader of Rosenbluth International shows you how to use exceptional service to win in any industry.” - Tom Peters

As I wrote in an earlier post, companies that say they’re “focused” on customer service are a dime-a-dozen.  Sadly, some companies “focus” on customer service at the expense of their own associates.  These organizations beat the drum of customer service while reducing staffing levels, cutting commissions and benefits and piling on extra workload all the while telling their people “you count” – as the associates add, under their breath, “for nothing”.

Does “The Customer Comes Second” philosophy mean companies need to give their employees heaps of perks and benefits? Definitely not.  You can hold off on constructing the new gym with the indoor swimming pool and free daycare for your associate’s kids.  That’s not how you create a “customers come second” working environment.   The true foundation of an outstanding work environment is high employee engagement.

The folks at Gallup have done extensive research on employee engagement.

“The world’s top-performing organizations understand that employee engagement is a force that drives business outcomes. Research shows that engaged employees are more productive employees. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave the organization. In the best organizations, employee engagement transcends a human resources initiative — it is the way they do business.”

Through their research, Gallup has identified 12 key statements that best predict employee and workgroup engagement:

1. I know what’s expected of me at work.
2. I have the materials and equipment to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work that encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my organization makes me feel my job is important.
9. My associates, or fellow employees, are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.

What?  No game rooms or smoothy bars?  Nope!  Do some of the companies on the top 100 list have some of those perks?  Yes, they do, but that is in addition to creating a work environment with very high employee engagement.  So what is the “moral” to this story? It’s simple; create an environment with high employee engagement and you will be well on your way to a place on the Top 100 list.  The moral is simple.  Making it happen?  Not so much.

Lee Silverstein – Managing Partner, Frontline Performance Group 

“One of the most neglected virtues of our daily existence is appreciation.”  – Dale Carnegie

As promised, this is my second blog devoted to sharing an overview of one of the principles from Dale Carnegie’s How to Win Friends and Influence People with a practical suggestion of how it can be applied in our day-to-day interactions with others.

Part One: Fundamental Techniques of Handling People

Principle 2: Give honest and sincere feedback

In this chapter, Dale Carnegie suggests that “One of the most neglected virtues of our daily existence is appreciation.” He speaks of how showing sincere appreciation can help us to accomplish more and literally change a person’s life. Carnegie reminds us that there are distinct differences between appreciation and flattery, among them are:

1. Sincere vs. insincere

2. From the heart out vs. from the teeth out

3. Unselfish vs. selfish

One of the many stories he shares to support this principle is about a young boy named Stevie. As the story goes, Stevie had a challenge that no one else in his classroom had, he was blind. Yet his teacher asked him to help her find a mouse that had been discovered running loose in the classroom. Now I suspect it would have been easier, and perhaps more time efficient, had she sought the assistance of a sited child. However, rather than focus on what Stevie could not do (see), she instead took the time to acknowledge something else he had that no one else in the classroom did, a remarkable sense of hearing. It was the first time someone had shown appreciation for his “gift”. This young boy is now known to the world as Stevie Wonder, one of the greatest pop vocalists and songwriters of our time!

In business, all too often we’ve become so rapt with our own desire to be important, to succeed and get the job done that we become quick to criticize, with much specificity I might add, when things go wrong. Yet when things are going well, we tend to just sprinkle a few “At a boys!”, “Great job!” and “Keep up the good work!” forgetting to give our staff (the producers) what they desire – sincere appreciation for their gifts and approval for a job well done.

Consider This- Look for opportunities to use this principle of showing appreciation to your team when coaching them. It will help to grow their confidence and sustain desired behaviors.

Lynda Fleming - Director of Learning & Development, Frontline Performance Group

When does employee loyalty cross the line and become management irresponsibility? We are fortunate in that the overwhelming majority of our clients have a deep desire to support and care for their frontline teams. They do this for many reasons; some altruistic, some not. Some care for their teams because they are genuinely concerned for their well being. Others, while not driven by a deep compassion for their employees, demonstrate care because it is in the best interest of the business. Regardless, these employers have a common understanding that taking care of their employees helps them take care of their customers. They recognize it is just good business.

We frequently run across organizations who under the banner of loyalty retain employees for extended periods of time that have no business working in a frontline capacity due to their poor attitude, inability to engage or influence customers, or both. It is in these situations that many well-intended leaders fall. What they fail to recognize is while employers have an obligation to provide all of the communication, tools, training, support, compensation, recognition and other resources necessary for the employee to achieve an expected level of performance, the employee has a reciprocal obligation to at least “attempt” to achieve that level of performance by using the resources the company has provided. Notice I did not say obligation to immediately achieve the expected level of performance, as someone could be improving month-to-month and still be below the target.

There are many reasons why someone may underperform. It could be a learning difficulty, an inability to acclimate quickly to new technology, an illness or a traumatic life event that is inhibiting their effort short-term. These things can be forgiven if the underperformer is earnest in attempting to improve. Not attempting, however, is inexcusable and usually a sign of a deeper problem. If an employee is unwilling to try and improve when their employer has invested in their skills development, what they are really saying is “The company goals and needs are not important to me. I am going to do my own thing.” This mindset can become not only damaging, but viral and contaminating, as the renegade performer’s interests may not be aligned with the company’s interests. An employer who allows this to happen repeatedly is not being loyal; they are using the banner of loyalty to mask a weak-kneed unwillingness to make tough decisions – one of the true hallmarks of great leadership.

Chris Brown - Senior Vice President, Frontline Performance Group

Consider this…

Chances are if you don’t enjoy what you do, not many people will enjoy dealing with you while you’re doing it!

A few weeks ago, I was listening to a colleague as he spoke to a group of sales professionals about the importance of harnessing the power of attitude. He reminded us that while not many people get the opportunity to do what they love, it is essential to love, find fulfillment, contentment and joy in what we do.

Having a keen awareness of the impact attitude can have on one’s ultimate success is key. It is our mindset that determines end results – so when analyzing a career choice, it is important to identify “the prize.” Ask yourself what it is about the work you do that will bring meaning and value to you, your employer, and your customers. Perhaps the most important question is will “it” bring about enough to sustain you through the rough, mundane tasks and the challenging times?

For a few of you, the first thing that may come to mind is your bottom-line. And while everyone’s goal is to be richly rewarded for one’s effort, it cannot be what gets you up and keeps you going every day.

I Love my job and that is not to say that every moment of every day brings me joy. Like most everyone, I have experienced moments when I’ve thought “I would rather be doing anything other than this!” What gets me through is keeping my eye on the prize, which for me is the gratification of helping others achieve their goals; it is the reason I have chosen to do what I do. It is that assurance of ultimate fulfillment which gets me through the difficult times.

You have the power! Your attitude is the foundation of all successes and failures. Maintaining a positive attitude and keeping your eye on the prize, whatever that may be for you, is a power only you can control.

Lynda Fleming - Director of Learning & Development, Frontline Performance Group