I never cease to be amazed at how strong people can be in times of trouble and crisis – if they know the honest realities of the situation. Keep those same people in the dark, or give them “fuzzy facts,” confusing true purpose or direction, and hope diminishes and fear envelops their very being. It’s shocking to look back and see how many very successful organizations, once revered, are now fighting for their life. Admired for their value and success, both have now evaporated. Through 30 years and the study of literally hundreds of organizations, we know why – and it is shockingly straightforward: organizations thrive by intentionally managing culture at every turn.
Very talented employees want to join and stay with a great culture; that creates brand equity. Even more importantly, customers will drive ten more minutes to experience strong culture versus a closer or even cheaper alternative. The research has provided very rich, yet simple insights into each one of these desired results:
- Employees must have an emotional connection to the culture. People act differently when they share a sense of pride in the organizations for which they work. They view the purpose of their work differently, they form fruitful relationships with co-workers and they are more productive. Think about it, people don’t want to merely perform tasks; they long to see that they are part of a larger purpose and strategy aimed toward great things. They want to feel a visceral sense of belonging in the organization and see the value they bring to the mission.
- Brand equity is rarely an emotional connection to a product, but to a human being that brings the product to life. This is true from Kashi® bars from Kellogg’s, the comforting milieu of Nordstrom’s or Starbucks to the energy of the Las Vegas strip. Close your eyes; think about a product or service, and what comes to mind? That’s brand – strong or weak, but always related to emotions and the people that create them.
- Customers form loyalty out of emotion not rational evaluation. We form patterns of buying because of how we are made to feel – not think. Neuroscience tells us that we are 6 times more driven by our emotional experience than by our analytical assessments. This brings about one major challenge for the companies of past and future – “how can we manage something as subjective and individual as a person’s emotions?” The answer is quite simple, actually – through relationships. Engaged cultures value going to where the customer is, versus trying to bring the customer to where the provider is. Customers come to you in a vulnerable state. They are 100% dependent on you to help them meet their needs. Cultures that connect to that vulnerability (versus minimize or even ignore it) will be and are the true winners of the value and growth game.
Let’s Talk How
But not yet! Even though the data has been crystal clear in a proven approach and road map, there is a fundamental step that MUST occur before the “how.” That is the exploration and ability to answer a few questions about your culture past and present. They are:
- Who are the heroes (past and present) in your organization?
- What do those heroes tell you about the real mission and what is valued?
- How unique, creative and relevant are your organization’s values (over 70% of all companies have the same values)?
- Do your organization’s values stir something inside of you?
- Are people given the time and encouraged to “think/create” or “just do?”
- What about your culture creates positive energy within you?
- What drains your positive energy?
These aren’t difficult, but crucial to explore with yourself and those with whom you work.
The next Coffman Report will lay out the proven approach that sustained organizations follow in keeping highly productive and engaged cultures alive and enriched.
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Marilyn Kent Byrne
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Bryant Avey
