Tag Archives: inclusion

Corporate Culture: 10 Elements That Help Drive Results

Recently, in the National Post, there was a whole section dedicated to Canada’s most admired corporate cultures.  In it was highlighted some very successful, vibrant companies, diverse in their business interests but with many themes in common. These themes reinforced my belief that success in any enterprise relies on its ability to bring people together and extract from them their best work, not through rules, policies, processes and bottom line focus but by creating cultures that invite participation .  It is from this softer, yet more difficult perspective that these companies drive results.

So, what does this “softer” perspective look like?  Well, as I read through the variety of articles on offer, I picked up ten elements that figure prominently in the cultures of these highly successful organizations.   Here they are:

Clarity of Vision and Values ~ This of course, comes up every time.  Most companies have some kind of vision statement and a published set of organizational values.  Not all actually use them as their guiding force.   And not all faithfully model the values they espouse.  Creating clarity about what business you are in; where you see it going; and how you intend to get there is a critical ingredient in everything else you do.  That’s the philosophy Claude Mongeau, CEO of CN Rail, has embraced and it has proven to be highly effective.

Respect and Civility ~ Eckler Ltd, an actuarial consulting firm has a simple but powerful mantra.  “Treat people like adults

This company has high expectations of its workforce.  They hold themselves and each other accountable for the commitments they make while limiting the number of rules and policies they enforce.  Operating from a platform of respect and civility seems like such a simple thing to do and yet its potential for making productive conversations easier is enormous.

Learning and Growth ~ In highly successful companies learning, growth and development is not just a nice to do thing.  It forms part of the fabric of the organization and as such is not the first thing to get cut from the budget when times get a little tight.  Companies like Medavie Blue Cross see it as a critical part of ensuring a solid future for the company and everyone in it.

Service Before Selling~  Arthur Mesher is CEO of Descartes Systems, a Software Company in Waterloo Ontario.  When he first joined the firm, he noticed that people were not delivering on their commitments.  Theirs was a ‘sales’ culture that seemed to leave the customer out of the equation.  Mr Mesher recognized the limitations of the sales philosophy and the ineffective practices that went along with it.  And so he went about shifting the focus, away from sales numbers toward the achievement of customer satisfaction first and foremost.  This shift, while financially painful at first, now reflects the wisdom of the new maxim of service before selling in 2012 results any organization could be proud of.

Collaboration ~ Ray Kroc, Founder of McDonald’s Restaurants once said, “ None of us is as good as all of us”

This has formed the basis for McDonald’s organizational culture, which continues to value and build on collaborative relationships with its employees, franchisees and suppliers.

Social Responsibility ~ In today’s world, establishing roots in the community is an essential part of building a successful business.  Those who participate through sponsorships and volunteerism build a rich environment that people want to be a part of.  Organizations like McDonald’s, CIBC and Camp Oochigeas (a camp for children with cancer) are a testament to this.

Balance ~ When you treat people like adults, you also give them flexibility to find their own formula for delivering on their company commitments.  As Stuart Suls, CEO of Mr. Lube puts it, “ You only have one life.  It’s up to employers to give people the space to balance things out”

Simplicity of purpose ~ Being able to state your organizational purpose as simply as possible provides great clarity especially in hard times.  For instance, at the North York General Hospital, the CEO, Tim Rutledge expresses his organizational purpose in a way everyone can understand.  It goes something like: To make people better; keep them safe ; and give them timely access to care.  Everything else can flow from that.

Innovation and Finding a Place for Failure~ At Cineplex Inc., CEO Ellis Jacob says, “ I would rather you try something and fail, and learn from it than never try at all”

This is a tenet that so many have difficulty with because it can be costly.  But, in today’s world an essential ingredient to success is risk… and sometimes failure.  So taking a more positive perspective on failure is becoming increasingly important.

Diversity and Inclusion ~ This is a common theme among many of the companies recognized as having corporate cultures to admire and emulate.  There is, after all great richness in the diverse talents, skills and experience people bring to work every day.  Organizations who make the best use of their available resources tend to challenge their own assumptions, suspend judgement and invite a wide variety of people to take an active part in their present and future.

There are of course other themes that exemplify workplaces with much admired corporate cultures. But, if you are starting a new business or are working to effect change in your own organization this might be a place to start.  It couldn’t hurt.

That’s what I think anyway.  What do you think?

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Filed under Employee engagement, Leadership, Management, organizational Development, Organizational Effectiveness, Uncategorized

Wanted: Senior Executive: Must Play Golf ~ Really?

From time to time, I have a little rant.  I’m not sure what triggered this one.  Well, yes I do.  It was a short blog post by Patrick Allmond entitled, “Do I Really have to learn how to play golf in business?”  It made me think.  I hope it, and my thoughts below, do the same for you.

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I don’t know when the game of golf became a major player in a person’s professional success.  Nowhere have I seen it written in a job description or in executive search material that the successful candidate must play golf.  And yet, in major organizations across North America, golf has somehow insinuated itself into the corporate culture to the extent that even those who have little facility for the game or inclination to play, are doling out money for clubs, memberships, lessons and other golf accoutrements because they think it will help them get ahead in their careers.

Well, according to some, it will.

In fact, an academic study using data from 1998 to 2004 found that executives, who play golf, typically earn more than those who don’t, especially if they play well.

In 2011, an article entitled, Why Golfers Get Ahead appeared in The Economist.  It makes reference to the above study and talks about the benefits of playing golf with clients and prospects.  It also points out that while executives who play golf tend to be paid more, they do not characteristically earn more in shareholder value.

I found, too, an article in About.com written by Linda Lowen entitled Breaking the Grass Ceiling: Women Playing Golf.  In it, she writes,

“According to the Grass Ceiling Inc. (a consulting group which offers golf workshops for executive level women and minorities), any woman aiming for a senior management position can’t afford not to play”

There seems to be an obvious bias there but nonetheless, statements like this serve to feed the notion that if you are an executive and you want to be successful, you’d better jolly well learn how to play golf.

Okay, so I like golf.  My husband and I used to play.  And, even though I was never very good at it, it helped me learn about myself (the good, bad and ugly); gave me an opportunity to meet people in beautiful surroundings and also enjoy time with my husband.  So what’s not to like?

In business, playing golf with clients helps build networks and valuable relationships.  And, it reveals a lot about one’s character and level of emotional intelligence.  I get that too.

But, my question is this.  How did we get to a place where we allow golf to decide who’s in and who’s out?

None of us should feel that to find success in our business relationships or rise to the executive ranks, we must learn, and play, golf.  Frankly, I find that notion ludicrous and seriously discriminatory.

Golf is a great game.  It is also handy as a business tool for those who enjoy it.   But, it is a game. It should not be a determining factor in a person’s professional success.   Organizational cultures that exclude people either consciously or unconsciously, simply because they don’t play golf need some serious examination.

Perhaps it was a good fit in the 20th Century.  This, however, is the 21st Century. There are an inordinate number of ways to make connections; build business relationships and close deals.  Instead of trying to fit ourselves into an old archetype, surely we can branch out, explore, and learn to value the variety of ways available to us that will give us the results we want.  Besides, there is nothing magical about golf.  To some it is simply “A good walk spoiled”.

What do you think?

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Filed under NOWLeadership, organizational culture, Organizational Effectiveness