Most leaders I have worked with tell me they primarily watch performance metrics. Customer service rankings come in a distant second.
Both of those factors are important. Organizations must be profitable and must have loyal, happy customers.
Over three decades of research and experience have taught me that there is a third factor that deserves a leader’s focus and attention: the degree of workplace inspiration in your organization.
The fact is that the health of your organization’s culture – the extent to which your work environment consistently treats team members with trust, dignity, and respect – has a huge impact on team performance and customer service.
The culture of your team (or department or division or plant or region or whole company) is the engine that drives your team’s success – or it’s lack of success.
Unfortunately, most leaders do not know how to proactively manage their team’s culture. They’ve never been asked to do that. Most have not experienced successful culture change. Even fewer have led successful culture change.
What leaders need is a how-to guide to crafting workplace inspiration, an approach that helps leaders make values, citizenship, and teamwork as important as performance.
My new book, The Culture Engine, offers a proven, step-by-step framework that helps leaders define a healthy team culture with an organizational constitution – and then helps leaders align plans, decisions, and actions to that constitution.
An organizational constitution specifies your team’s purpose, values and behaviors, strategies, and goals. It creates “liberating rules” that help leaders and team members understand exactly how they are expected to treat each other and their customers.
For example, when your team’s “integrity” value is defined in observable, tangible, measurable terms, it is easy to see when leaders and team members are modeling those behaviors, when they are living your team’s desired values in every interaction.
Culture change is not a quick fix. It takes time – but the time is well worth the effort. Our culture clients consistently enjoy 40 percent gains in employee engagement, 40 percent gains in customer service, and 35 percent gains in profits, all within 18-24 months.
Pay attention to how your “Culture Engine” is running. It’ll do you, your team members, your customers, and your company GOOD.
What do you think? What is the condition of workplace inspiration in your team, department, or division? What do your bosses pay attention to most – performance, service, or culture? How did your best bosses create a safe, inspiring work environment? Note your thoughts and insights in the comments section below.
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