Creative ideas for building positive corporate cultures
You build your company’s culture by way of observations, actions and reactions. Remember that every negative not
addressed has the potential to change its culture for the worse.
Interviewing new hires has certainly changed in recent decades. Back in the stone age of the 1980s, candidates
would ask
about pay rates and scheduling. In the 1990s, medical insurance and paid holidays were added to the list. Today,
parental leave, counseling, tuition reimbursement, and more are required to remain competitive.
However, since the recent pandemic, you may be hearing candidates show an interest in your company’s culture.
Your company’s culture is no different from any other organization or network of people with two or more
members. For
better or worse, every church, book club, or gathering of sports fans, has a culture. These take shape over
time; every
culture’s continuation relies on adhering to accepted norms. When employees in retail organizations step outside
of
those norms, the culture changes for better or worse. It’s management’s role to make sure culture moves in a
positive
direction, which is the subject of this article.
Pittsburgh Pirates
In the early 2000s, I visited PNC Park to see a mediocre Pittsburgh Pirates baseball game. At that time, Pirates
fans
stayed in the ballpark until the final out. Leaving early was verboten, even if the Pirates were ten runs
behind.
“Dave Thomas of Wendy’s traveled incognito to visit his chain of burger joints. His first stop was the restroom.
He
said
that the condition of the men’s room generally told him how the balance of the operation was performing.”
Around the middle of the eighth inning, a younger couple got out of their seats and packed up to head home.
Another fan
asked if they were leaving, and they signaled in the affirmative. At that point, the forty patrons in our
section
shouted them down, letting them know that their apparent bad manners broke the cultural norm.
As you may have guessed, that couple stayed until the bitter end, and the Pirates lost.
Had the couple walked out early, would this cultural norm have come crashing down? Probably not. But if the
couple
ignored the crowd’s disapproval, there’s a chance it might have led to a series of events culminating in more
empty
seats at the end of each game.
Bland, Toxic or Nurturing
Even if you haven’t yet formally defined your company’s culture, it has one. It may be bland, toxic, or
nurturing, but
it’s there. Whether it leans toward positive or negative, it can be changed.
Culture dictates what is acceptable, how your people move and speak, and how they treat internal and external
customers.
The group’s interactions, norms, behaviors and goals form your company’s culture.
“If you want to achieve positive change, start with this maxim: Every negative that is not addressed becomes
part of
company culture.”
Best & Worst
During my retail and manufacturing career, two company cultures stood out. One was incredibly grand and
satisfying, the
other not so much.
Both of these companies, one with the best culture and one with the worst, achieved their business goals. One
did so
with a solid team of dedicated owners and employees; the other, with a revolving door of associates. The latter,
I
recall, had a dog-eat-dog environment where I felt like I was wearing milk-bone underwear.
What Does & Doesn’t Work
I don’t believe managers or owners can build a company culture by piling on rules, inspirational sayings and
cheery
posters. Casual Fridays and Free Taco Tuesdays may help create unity until discontinued.
However, managers and owners can build company culture through their actions, observations and reactions. I
agree with
Malcolm Gladwell, who wrote in his book “Tipping Point,” that small measures can lead to substantial change.
To achieve positive change, start with the maxim: “Every negative that is not addressed becomes part of company
culture.” Then follow up with this rule: “Work hard to catch people doing something right.”
Culture Tips
Management by Walking Around: Start by paying attention to the small things. There’s a legend that Sam Walton
used to
drive his pick-up truck to random Walmart stores to see if they followed his vision for the operational culture
every
store should have. Associates and managers of successful stores were celebrated, and subpar-performing teams
were gently
coached. Likewise, Dave Thomas of Wendy’s traveled incognito to visit his chain of burger joints. His first stop
was the
restroom. He said that the condition of the men’s room generally told him how the balance of the operation was
performing. Afterward, he would introduce himself to all store personnel.
“I don’t believe managers or owners can build a company culture by piling on rules, inspirational sayings and
cheery
posters.”
Dress Code: How people dress at work has changed in recent decades. It wasn’t that long ago in
our industry that jackets
and ties for men and skirts, dresses, and nylons for women were required. At the recent Las Vegas Markets, polo
shirts,
casual slacks, and athletic shoes were typical attire for vendors and buyers alike.
Whether you favor more formal or casual dress, your organization must define the minimum acceptable
requirements. Clean,
neat, and fresh never go out of style. Beyond apparel, you’ll need a standard on body odor that includes
perfume,
cologne, and tobacco smoke. If it’s noticeable, it’s probably offensive to many co-workers and customers.
Managers must fearlessly address the situation and offer corrective action. Savvy managers will document the
event.
Arrival Time: While some airlines don’t check their computer updates, all pilots must check
their aircraft before
leaving the ground. That 10 to 15-minute walk-around inspection helps to avoid unwelcome surprises.
It shouldn’t be any different in your retail shop. If your door swings open to the public at 10 a.m., your staff
needs
to arrive at least 15 minutes early to walk the floor, check any changes in promotional pricing, see new
merchandise,
and view competitors’ websites. Think of it as a precheck to prepare for the day.
All Hands On Deck Days: When someone signs up to work in retail, they commit to working weekends
and national holidays.
That means suiting up and showing up. They must be prepared to miss family events on key retail sales days.
Since those days are important to your company’s bottom line, consider making holidays “All Hands On Deck Days.”
Everyone works the store, including the marketing gurus, accounting bean counters, hiring managers from the
personnel
department, and key operations folks.
You will reap immediate benefits once everybody is there to talk to your buying public. Your salespeople will
understand
that creating revenue is a team effort. Your corporate suits will understand the stress and pressure of the
selling
game, especially when neither stock nor delivery slots are available.
Living Your Culture: Your company culture improves when you live it. Be visible and meet with
all staff members,
including salespeople, office staff and schleppers in the back room. Be a good listener. Some ideas are so crazy
they
just might work. Celebrate the wins, no matter how small. Create standards and address substandard behavior.
Pitch in to
help, even if it means getting your fingernails dirty, and model the culture you want for your company.
About Gordon Hecht: Gordon Hecht is a business growth and development consultant to the retail home furnishings
industry
and a regular contributor to Furniture World. Reach him with questions at Gordon.Hecht@aol.com.