What Determines the Fate of Your Business: Employer vs. Employee Culture

Many a time, we have established that a healthy organizational culture is the backbone of a successful organization. People, after all, are an organization’s most important asset. What this means is that there is a prioritized need for organizations to have a transparent, healthy, and diversity driven culture. Such a culture ensures that all the employees working together to take the organization forward feel welcome and respected, can express their true selves, find the environment and opportunity to be at their creative and productive best, and collectively work, helping their organization make strides toward its goals. 

While this is a known and often acknowledged fact, the pressures of the market we operate in, the fierce competition that is faced every day, the need to maximize ROI and grow top and bottom lines constantly push management to react, than act, with a tunnel vision to chase the dollars. After all, isn’t that how we measure our business success? Nothing wrong with that pursuit, except that there is more than one way of getting there.  As a result of this relentless pursuit, management often loses track of the fact that; it’s the entire workforce that has to pull in one direction in order to keep up the momentum to find success and not just those in the boardroom. The boardroom management, as a result of this tunnel vision, starts believing that they have control to direct the employees to constantly act in pursuit of these metrics. The result; over the mid to long term, stressed employees, from top to bottom chase the magic number. Individual principles, ideals of work-life balance, individual aspirations, values and contribution, and employee-specific ideas of individual growth take a backseat. In pursuit of a single goal, with no adequate respect for employees as individuals, the clash of individual and organizational culture starts to occur. Eventually, the organizational culture turns toxic for its own good. Some employees start compromising their personal values to pursue the goals handed to them by their leaders and in order to achieve them, start pushing on their employees to work more hours, produce more, and constantly push in pursuit of the top and bottom lines. There are organizations that, instead of being the experts advising their clients, allow their clients to drive them. They believe that by doing this, they will not lose their clients to the competition. This kind of attitude permeates a fear of loss, which drives organizations to deploy unhealthy work measures to keep clients. Some employees see a conflict in their personal and organizational values and either limit their own potential to keep their jobs, to lay low or even, look for other jobs while waiting their time out. All of this has a very detrimental effect on the organization and its clients. While, this culture of fear, overwork, and anxiety may allow to push hard and meet numbers once or twice; it adversely affects the organization, its employees and clients, in the long term. This eventually surfaces as lost business, burnt-out employees, low morale, poorly managed potential, and high attrition that ultimately results in low standards of future recruitment and a business that dwindles with time.

No organization needs to fear competition or slow down its pursuit of top and bottom lines while nurturing a healthy work culture. Organizations can achieve all that and more by respecting and honoring their most valuable asset, their employees, and creating a culture that allows them to grow and perform at their peak. It’s important that every manager take the time to learn about his or her individual employees. 

What are their hot buttons? What are their individual interests?

What makes them express themselves and act to the best of their abilities?

What are their strengths and what opportunities do they seek to learn and grow?

What do they expect from their work and the organization they work for? 

Are they in the right jobs? How does their individual caliber and how do their individual goals align with organizational goals so the best can be drawn from them in win-win roles?

How do they want to express themselves and how does that interplay with organizational goals?

These are some of the important questions that every manager needs to seek answers for. For with this knowledge, they can partner with their employees to provide them with the tools and opportunities to be successful at what they do, to grow and take that next step to embrace higher responsibilities and flourish as individuals, as teams and employees of the organization they are proud to represent. For, when employees thrive, so does the organization. 

Management needs to have the acumen to work with clients as true partners and not as just vendors or service providers, as consultants and advisors and not just order takers. When something that the client seeks is unrealistic, it’s important to be candid and let them know so while offering support to partner and work on alternatives; not just simply take the work on, knowing, it’s going to be a burden and hard on everyone in the team or organization. There are times and scopes of work when such things can be perhaps, managed however if it becomes a habit, it sets a wrong precedent. Competition being out there to take on business that you would like to keep is a constant, but why fear, if you have an all aligned work culture and a team that can pull through any challenge. And this is possible with the right work culture. Knowing this, if the management team can hold clients accountable to pragmatism while allowing for innovation to keep changing that picture of pragmatism, no client will ever leave an organization for a short term gain, for they know that they will lose out on quality, creativity, and an engaged workforce, if they decide to go somewhere else. 

You see, strategy and execution are joint at the hip. Just as all strategy and no execution don’t take an organization forward; execution with no strategy also does not ensure results.  The equation is simple, folks. Happy, satisfied, and fulfilled employees mean great path-breaking work. Such work means satisfied, long-term clients, and further evolution of new products and services meaning more clients. All this translates to a growing top and bottom line, a healthy business.

Now, I know you may think that this is another idealistic pitch and we all know how difficult it is to get to and sustain the ideal state, not just difficult but perhaps improbable for the long term. I don’t disagree but one thing’s for sure when you are in pursuit of ideal state, you are always somewhere around it on the map. And isn’t that something to strive for, knowing you have benefits to look forward to, that otherwise, you wouldn’t have access to? One way to get close to, and ensure the thread of ideal state lasts is that managers at every level work to build a culture of empathy and trust within their immediate team. Always seek and nurture people that imbibe the principles we discussed and continue to build that trust with them so that you are interdependent on each other. You all can then, ensure that the work at hand progresses under the cultural and work ethics umbrella that you stand for. When this is established, there is always a thread of that common culture from top to bottom within the organization and no matter the challenges thrown, the organization will thrive in executing its vision and mission, period.

Every person in an organization has a role, from leading and overseeing the organization to innovating and creating to selling more of what is produced to executing flawlessly. Every role, big or small is equally crucial in turning the wheel of the organization. What better way to excel at the organizational mission than having all employees be crystal clear in the understanding of their own strengths, challenges, opportunities and ambitions, their understanding of each other, and ensure they all pull in the same direction for a thumping organization performance, each time, every time.

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How Do I Get Through a Crisis?

The coronavirus pandemic is an event that will influence our behaviors for years and decades to come by. It’s fair to say that our times could be seen as pre-coronavirus and post-coronavirus. We are in the midst of reinventing our relationships, habits, ways we work and interact, prioritize our needs, ambitions, and how we socialize. And, as we embark on a new way of living, it becomes important that we understand how to survive uncertain times. And, better yet, thrive past these uncertainties. 

In order to do that, what’s vital is an understanding of current times with a contextual view of our fears and what’s most important to us at any given point of time. The new normal, as most are calling it will be different, will need us to accustom to it, and to uphold its values. We are already seeing where survival has taken precedence over luxuries, more time with family and healthier relationships are altering the definition of personal freedom and “me” time and remote work flexibility is showing an uptick in productivity than warming a chair in office locations. 

There is a toll uncertainty demands, in the form of physical and mental stress. That’s a given. But, when you recognize it and come to terms with it, you can control it and come out more resilient and strong. 

Our world is changing dramatically as we speak, geo-politically, economically and otherwise. At the same time, there is a growing appreciation of life, relationships, the ability to work and make a living, respect for sciences and social connectivity, appreciation of the capabilities to socialize and exchange information, love and much more. 

Now, it’s about our ability to cope with the current happenings, rebound with a vengeance to make the most of our lives, our time on this planet. There is a new reality. Yes, but why not get busy putting our mark on it than to accept status quo!

For starters, don’t let a crisis cripple your resilience

Take stock of your current situation in contrast to current happenings. Recognize areas where you are strong and where you are weak as well. There is no time to worry or find excuses for your weak areas, be it skills, finance, savings, etc. Acknowledge the facts so you can spend your energy on constructive activities such as tackling how to get in control of your weak areas. Increase the adoption of productivity tools and measures so you can be more agile in your future approach.

Next, as you acknowledge the current situation, put your crisis management thinking forward

Identify what you need to have in hand and in your control to ensure continuity for yourself, your dependents, and your life as close to normalcy as it can be. Coordinate activities to make this possible for the near term and as far ahead as possible.

We are all dependent on the flow of income and that should be the focus. Perhaps, this is the time to ensure you have savings in the form of a nest egg you can rely on. But, it’s still important to ensure continuity of income so you do not want to tap into those savings yet. Budget your day to day life and monitor adherence closely. Be transparent with your family on needs and wants and what takes precedence over what during current times.

Be proactive with taking stock of your skill set

Now is an opportune time to review your skill set and what would be in demand in the new normal. Seek out sources you can tap into to gain new skills and also, exploit your current skill set to your advantage. Invest your resources and time in knowledge management and application so you benefit from them in the near to long term. This will improve your personal and professional resilience and allow for future sustenance and growth.

Reach out to your clients, friends and network

With anxiety running high across the board, it’s a great time to revitalize your connections. Reach out to show care and offer a helping hand where you can. It’s not about what you need but what you can offer others, no matter how little. There is no telling what connections help revitalize your own life at what point of time. Hence, give of yourself willingly and selflessly. Alleviate anxiety in those you come in contact with, communicate actively, frequently and positively. Show empathy and gratitude for the relationships you have. 

Beware of vulnerabilities and the ability of others to prey on them

Remind yourself and your family of this. Its in times like this that predators are out to prey on the weak and benefit. Being aware of your surroundings and alert to such practices will help you catch them before they do any damage. Any contributions you want to make to alleviate current crisis situations for anyone, make it a habit to check thoroughly before you part with your money, effort or other resources. Expect no less from others as well.

Review your assets, liabilities and a go-forward strategy

Take stock of your financial and social responsibilities. Make arrangements to safeguard your and your family’s interests no matter what. Review and revise plans frequently to keep up with the change in social-economic factors. Be comprehensive in your approach and ensure continuity of normal lives as far as possible.

Prioritize Positive thinking and encourage others to be positive

Hold family relationships the highest and encourage the same of others you interact with. In times of uncertainty, it’s far more important to do this in order to keep everyone on the same plane, being positive and knowing that there are others around to rely on in case of need. The human element in our lives and business is central to all that we do. And, should be treated as such at all times.

Consider the needs of your business and staff

Your work family is as important. Look into their needs in times of crisis and support them with as much normalcy as you can give them. Go above and beyond to support their financial and emotional needs in times of a crisis. Where you cannot continue financial support, make resources for easy transition available to them. 

Your business or profession will need more of you at times like this. Though tough, focus on work as well so that you can move away from spending too much time worrying about the crisis as it will hinder your productivity and agitate you. Being focused on your work will enable you to help those in need and also, bring out the positivity you need to manage the other areas in your life.

Finally, remain humble, pragmatic, and flexible. Be ready to change course as situations demand. But before that, make sure you have your alternate plans in place to act upon. Be open to listen, absorb, and respond to current realities. Be proactive and make tough choices when and where you need to. Be aware of the risks as they emerge, monitor the situation, and know that you will get through this crisis too. 

It’s not fear that kills, but the anticipation of it. 

It’s not hope that helps survive, but the conviction in it.

Frontline Employees — The Crucial Link to Customer Loyalty and Retention!

An organization & its performance is dependent on the day-to-day functioning of its frontline employees who generally make up the bulk of its workforce. The frontline staff is the first line of customer interaction & is responsible for creating that crucial first impression of the organization, its products, and services. Yet, they are the ones that are affected by several challenges. Let’s understand frontline performance management & what it means to the top-line, bottom-line, and organizational ethos!

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Sales, Marketing and Client Management – Influence of the Art and Science of it

Sales, Marketing and Client Management are key functions that, when done right, help with continued sustenance and healthy growth of an organization.

What makes someone a great sales person or passionate client management professional?

While having the aptitude to truly enjoy the responsibility of these functions is a given, the blend of having an upbeat attitude, charisma and innate traits that go with being convincing and having superior negotiation skills go a long way. Certain traits are a part of the personality and other skills can be attained or rather, fine-tuned through training.

Generally, future performance in sales and client management roles are judged based on past performance. Considered a predictable indicator, there is only so much reliability you can attribute to this.

Coming back to the art of sales, marketing and client management, prowess in these areas is based on aptitude, attitude, personality-based traits and learned skills.

When you consider using the art side of sales, marketing and client management, decisions are made and acted upon based on gut reactions, and end results rely much on personality traits and learned skills to help drive closure.

However, when we come to the science of it; that is where you see an impact of the industry and solution/ product knowledge, technical prowess, understanding of competitive landscape, market dynamics and more.

In today’s world, data plays such an important role in not just decision making, but facts based decision-making. Efforts are made to understand and simulate client needs, in many a case even before, the clients themselves know of their needs! That’s where the science of marketing comes into play to educate clients about their unforeseen needs and then, propose solutions to fulfill such needs.

The science of it all helps differentiate impactful marketing, trusty and inspired relationships with prospects and clients and helps further build on pure transparency of relationships as true partners engaging in solving the same problems, and not as two counter intuitive entities playing the roles of a buyer and seller, where the relationship is based on individual organizational interests and revenue plans than working together as partners to solve problems to the benefit of both.

In the latter scenario, there is true cross pollination of ideas and experimentation of new solutions as true partners.

In summary, an understanding of market dynamics, competitive landscape, true customer needs, product and solution specifics in relation to solving customer needs go a long way in closing deals and maintaining long term reference able clients as true partners that mutually thrive. This knowledge differentiates true sales, marketing and client management professionals as trusted partners from those that rely purely on the art of it. It also has a very profound impact on industry and organizational acceleration in their respective realms of pursuit and immensely influences their success.

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Spontaneity in innovation – Does unbridled exuberance lead to success?

Spontaneity, that eureka! moment, when it seems that the whole universe is prodding you to succeed, is a key factor in innovation. However, it’s not that it comes to you right out of the blue. Behind it is years of research, struggle, experience, application, trial and error, call it whatever you want. Whether active or passive, much has gone into bringing on that one idea with which you shall change the world.

However, the debate has been whether innovation thrives in an unstructured environment where you let it come to you unannounced or in a more structured environment where you create the ambience for innovative work focused on revealing what the next big thing is. Perhaps in a step-by-step fashion and eventually, it will unfold and show returns.

Studies have shown that with more formal innovation structures and processes, there is higher satisfaction and better outcomes. However, there needs to be some chaos, the ability to imagine and dream, even within formal structures in order for the unconventional to reveal itself, break the mold and set a trend. It’s important to have a product management and development structure within organizations but, its more important to separate the people focused on current products and releases that follow schedules to meet current client needs from those whose role is to imagine, dream, try to test out new things without the pressure of supporting ongoing business needs. Ensuring there is an open line to receive client feedback on current products can help influence the direction of research to keep it close to the markets being served. However, there is a balance that needs to be drawn here to ensure that the influence is not so much that the team ends up serving client custom needs but is actually focused on creating better products with better outcomes, sometimes in a sense that may even create a new pivot.

High cross functional collaboration, greater risk tolerance appetite, research driven organizations with supportive eco systems tend to do better than those that are narrowly focused on bottom lines. The truth is that true innovation results in improved employee morale, spontaneity and better bottom lines naturally.

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Can you Think Yourself into Your Desired Level of Success?

During the days when I taught management courses, many a student has asked me, “How do I become as successful in life as I possibly can?” In some cases, the question was, “How do I become as successful as I want to?” The de facto answer was, “Work hard.” And there were several others such as establish goals, pursue them diligently, dream big, focus, plan your work, work your plan, etc.”

Now, in hindsight, I would have given a more introspective answer for them to reflect upon. Not that all said above is untrue; it surely is a requirement for success. But, there are several intrinsic behaviors and patterns that determine the level of success you achieve in life.

It’s often said that in order to be successful at what you do, know your strengths and weaknesses and surround yourself with people who are strong in your weak areas. As a result, you develop a circle of strength from which to operate and find positive results in your endeavors.

However, how do you determine your level of success? I mean, how do you ensure you make a positive impact in the lives of thousands of people versus a few hundred or even tens? How do you build a business that is multi-national than locally or regionally focused? How do you build a billion dollar corporation than one that plays in the hundreds of thousands? How do you land the job you desire in the field of your choice in the organization you aspire to work for? How do you grow your career prospects as you gather experience? How do you move into your desired lifestyle? The answer to this lies in the daily life you cultivate and nurture. In other words, your daily interactions, the people you interact with, the books you read, the inspiration and thoughts you cultivate and the rapport you share with those that have done it before.

Dreaming big and executing on a roadmap to realize your dream is just not enough. You need to build and interact with the right network, develop a nourishing atmosphere so that you can constantly draw inspiration; all your interactions, thoughts and actions need to be a sum total of this. Draw inspiration to chart your own path, the way you see it. Talk, read, and contemplate on what you aspire to do every second, every minute of your existence. Build on the intensity so that your thoughts are shaped by it which shows in your decisions, your actions and finally in your results.

It’s also often said, “When in Rome, act like the Romans.” Well, this is not about acting like Romans, but about getting to be the King of Rome. Not when in Rome, but on the way to Rome, so you arrive King!

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Would you rather lead from the front or follow through?

Leaders and Followers are both vital to the fabric of any organization. As much as you need leaders to set the path and motivate others to follow through, you also need productive followers who are willing to listen, learn and execute on the plan set before them. No organization can do without one or the other.

The world is mostly made up of followers and a subset of leaders. Of course, leadership is a learned trait and most of us play both roles within certain limits.

Leadership is about:

• Developing a vision, sharing it and building support around it.
• Strategizing and planning execution to realize the vision.
• Leading execution of the strategy while overseeing the completion of planned goals.

These tenets are universal to any organization and are mostly measured through fiscal success, I mean EBIDTA, profits, market share, stock value etc.

But, true leadership has other dimensions as well; corporate social responsibility and emotionally intelligent people management being two of these.

An organization that aspires for success ensures that every associate in the organization knows and lives the true reason of its existence. In order for this to happen, every leader in the organization, from the CEO to line management needs to imbibe and practice the principles of valuing the people assets of the organization. Customers and those that serve them are equally important to the organization. Motivating associates to perform to their potential by managing their individual hot buttons and then, channeling this work to meet the needs of the clients is the salient execution principle of any successful organization. This ultimately leads to the realization of organizational goals, the yardstick it measures its success by.

At all levels of management, a prime factor of success is optimal people management. The amount of effort put into strategizing and planning an organization’s path also has to be put into managing and growing the people assets who are instrumental in realizing the plan. With leaders that share in the vision and willing followers, any organization is destined to meet its set goals!

Finally, an organization has to think and act beyond itself.  Making an impact in the community it thrives in and standing up to be a pillar of the community’s progress enhance the perpetuity of the organization and take it beyond the plans it was conceived with. That, in sum is the true culmination of its existence and success.

Now, ask yourself some key questions to understand where you are and how you need to fine-tune your work style to get where you want to be;

• What do you do for work? Do you believe in the vision set forth by your organization?
• Are you a leader or follower?
• As a leader,
  • How much do you value your team? Do you take time to listen to them or are you just giving instructions most of the time expecting follow through?
  • Do you treat your team with the same respect that you expect of them?
  • Is your team totally sold on your idea of execution so that it will be a success?
  • Do you know your team members’ hot buttons so you can work on keeping them motivated and provide direction and help in the realization of their goals?
  • Do you exhibit enough appreciation for what your team does?
• As a follower,
  • Do you truly believe in the vision and plan set forth by your leadership? If not, do you question and make suggestions?
  • Do you listen and follow through per expectations? Do you go beyond?
  • Do you feel a valued member of your team? If not, do you express concern and work with your leader to ensure mutual transparency and work to build a plan to help get there?
  • Do you offer suggestions and new ways of doing things?
  • Can you be the best lieutenant your leader can ever find?

Find your answers, make your course corrections and let me assure you, the journey towards your goals will be as fulfilling as attaining them!