I love speaking about the power of positive workplace cultures. I had the chance to present to the Denver chapter of CultureLabX recently.
As I was building my slide deck for this presentation, adding updated research and examples of terrific cultures, I came to an uncomfortable conclusion. More on that in a moment.
I’m very careful about what organizations I recommend. A company culture can turn from great to grotesque if senior leaders aren’t diligent about the quality of their work environment every single day. An effective, inspiring, productive work environment requires constant tending and nurturing by leaders.
In my book, The Culture Engine, I feature a number of companies with high performing, values-aligned cultures. Two of those companies have experienced rough waters recently. My uncomfortable conclusion? I can’t recommend those two companies anymore.
Let me explain.
The first is Southwest Airlines. They are a very good company. They continue to outperform nearly all of their competitors. Their culture remains strong; their employees love working for Southwest. Many customers wouldn’t fly on any other airline. The company’s employee rating on Glassdoor.com – 4.2 out of 5.0 points – is exceptional.
I fly Southwest at times.
The issue I have with Southwest Airlines is that they have been fined twice in the last two years by the FAA for maintenance violations. In addition the airline faces a $12 million fine over improper aircraft repairs dating back to 2006.
A culture that allows less-than-excellent maintenance to occur does not earn my recommendation.
The second is Zappos. Zappos is a very good company, as well. They have a very unique culture and have been a top performer since before Amazon acquired them in 2009. They had been recognized as one of Fortune’s “Best Companies to Work For” for eight years in a row. This year, they missed the list.
In addition, nearly 30 percent of employees have left the company (in part due to a buyout offer) in the past year.
Why? Three years ago CEO Tony Hsieh implemented an organization structure called “holacracy.” In essence, holacracy is a system that replaces hierarchies and managers with self-managing teams. The problem? Employees don’t have confidence in the direction of the company anymore.
Zappos’ Glassdoor.com rating is 3.8, down from the mid-4’s a few years ago. Reading through comments of recent employee reviews one finds the holacracy experiment getting poor marks.
“A multi-million dollar company isn’t a high school economics project. It needs strong leaders and a clear direction to succeed.”
“No managers has really shaken things up – and not for the better.”
“Have a little more forethought about obvious questions that will arise from new initiatives. Morale is low because specific concerns have not been addressed.”
A culture that frustrates employees with a poorly implemented new structure and little clear direction does not earn my recommendation.
How can leaders gauge the quality of their work culture? What should leaders pay attention to?
The one thing great bosses pay attention to is the quality of their organization’s work culture. They invest time and energy every day in learning what’s working and what’s not. They spend 70 percent of their time listening to team leaders and employees.
That knowledge allows great bosses to quickly refine a dumb policy that pits people against each other or to promptly praise a team’s innovative response to a challenge or to redirect a leader who isn’t serving his or her team members effectively.
Great bosses listen, learn, and refine the practices of their workplace culture daily to ensure that everyone – employees, customers, leaders, vendors, etc. – is treated with trust, respect, and dignity in every interaction.
Don’t leave your team or company’s culture to chance. Pay attention to what’s working and what’s not. Nurture your desired culture with a servant purpose, values defined in behavioral terms, and clear goals.
The music heard on my podcasts is from one of my songs, “Heartfelt,” copyright © 2005-2016 Chris Edmonds Music (ASCAP). I played all instruments, recorded all tracks, and mastered the final product for your listening pleasure.