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In recent weeks I’ve been involved in several projects that revolve around that challenging, nebulous communication exercise called the “vision thing.” More specifically, I’ve worked with clients to help develop, or uncover, and articulate their corporate mission…or vision…or purpose.
As you can surmise by my last sentence, these type of engagements are often rife with confusing, overlapping terminology and unclear intent. In fact, the very labels used in this type of work usually spark negative reactions, if not yawns, for many employees. Still, this is critical work that can help to direct business decisions and boost employee morale, engagement and productivity.
On the surface, helping a company to crystallize its purpose – or reason for being in business – seems obvious. In fact, shouldn’t a company already know who it wants to be, and what it wants to stand for in the marketplace? In theory yes, but the reality is many organizations don’t have a credible, relevant purpose – or mission statement – that captures their core aspirations and corporate DNA. Even fewer of them have defined their identity and core values. Much of the work I’ve seen in this area is generic, trite and lacks relevance or credibility with both customers and employees. Think of the clichéd values on the wall (sometimes as many as 12!) or the vacuous mission statement with no apparent link to daily operations or goals.
With this context in mind, I’ve developed a short checklist to help organizations develop and execute a valid mission statement:
- Use words wisely – Knowing that many employees (and indeed professionals) are fuzzy about what these words mean and often tune them out, start by carefully selecting and clearly defining the labels you will use. Perhaps the most frequent confusion I’ve seen centers around purpose – which identifies a company’s fundamental reason for being, and captures key customer benefits and/or market differentiators – and strategy – which is a plan of action, or roadmap, to achieve the purpose.
- Connect the dots – A purpose will only make sense, and drive real change, if it’s part of a strategic framework that clearly outlines the various elements of an organization’s strategic plan. There is the purpose, or aspiration, which is linked to the strategy, or roadmap to achieve the purpose. Beyond that, there are typically related elements such as: core values that define the “how”, or desired behaviors; market differentiators; cultural tenets; and so on. Whatever the elements are – since these will differ based on circumstance and industry – their relationship and relevance should be clearly and consistently communicated.
- Don’t forget the brand – Linked to the point above, a purpose should also inform a company’s brand positioning. That means marketing messages and themes should reinforce, if not specifically mention, the key elements of the purpose. Many companies spend considerable time developing their brand essence or positioning, as well as related tag lines or campaign slogans. This marketing approach certainly has merit, but the process – and implicit messages – must be aligned both with the purpose and related themes the company is promoting with employees.
- Be credible – Having a purpose that is a stretch, or aspiration, is fine. In fact, the purpose can be so ambitious the company may never fully achieve it. But the purpose has to be realistic and based on true marketplace advantages and cultural differentiators.
- Walk the talk – As noted above, the key to a viable, relevant purpose is having a robust plan of action – or strategy – that firmly anchors the purpose to the company’s business operations. Everything the company does – all the way down to capital investments, performance reviews and team priorities – should be linked to achieving the purpose. In short, it can’t just be an idea or concept.
- Tell a story – Though in theory a purpose should serve to direct and motivate staff, too often they fail to engage and drive any meaningful action. There is huge opportunity to leverage the inherent passion and pride in a purpose through compelling, consistent communication across all audiences. Companies that do this well use all the tools and sophistication of marketing and storytelling to bring their purpose to life and illustrate best practices and positive outcomes.
- Be disciplined – A purpose isn’t going to do much good if there’s no discipline behind it. It should serve as the North Star for a company, and a litmus test for investment of time and resources. If an activity or investment doesn’t support the purpose, don’t do it.
- Think long term – Many companies often make a big splash to announce their new purpose (or new strategy) but often fail to follow-up with updates and illustrations that provide a sense of progress and success. Though short-term priorities and even strategies will change over time, a purpose should have a long shelf life. The key to sustaining relevance, therefore, is to give stakeholders are sense of if/how the purpose is being achieved, and what impact that is having on the company’s success.
A recent article in the San Jose Mercury News provides a fascinating window into how Facebook educates its rapidly expanding global workforce about the company’s celebrated culture. According to the article, Facebook uses a very high-touch strategy led by “landing teams” of trained HQ staff who parachute into new offices for assignments, which often last at least one year. Their mission: to carry and recreate the distinctive Facebook cultural DNA to the new troops. The landing team use a range of activities and tools to tell their story – including the Facebook “hackathon” event, which is designed to demonstrate the value of risk-taking and collaboration and spread some of that start-up pixie dust. Even the office set up is designed to replicate the look and feel of headquarters. Part of the team’s role includes recruiting new staff. During their assignments these ambassadors are expected to do their regular jobs. That’s an impressive commitment, and a good formula to get the best ambassadors.
This story is interesting on many fronts, not the least of which is the priority placed on ensuring new staff understand and embrace the company’s identity and values across diverse global locations. But perhaps the most important lesson here is the focus on sustained, face-to-face teaching – or call it mentoring. Culture has always been a strange animal for organizations, with the orientation and education work typically shared across a motley mix of teams (notably HR, marketing and internal communications). Often orientation is packaged as one-day firehose of materials and briefings – ranging from legal requirements to cafeteria menus – with culture delegated to some seminal historical documents and reinforced by vague, trite collateral in the facilities. The missing ingredient is often the hallway conversations – usually informal but sometimes led by assigned mentors – that carries the real stories, and implicit norms, that are true representations of the company culture.
The Facebook approach works well on several levels:
- It focuses on the real culture that staff already live and breathe, not some boardroom aspiration or stale bullet points in an elevator;
- It uses committed, passionate workers who have a range of jobs, not “trained staff” from support departments who are more likely to use canned materials and messages;
- It suggests that conveying information on topics like values and mores involves as much show as tell, and more emotion than fact;
- It rightfully assumes that teaching new staff about culture – and making sure they understand and embrace the values and norms – is not a one-shot deal, but a long-term commitment; and,
- It recognizes that even in dynamic, innovative global companies like Facebook a shared, coherent cultural experience is important to workplace morale and productivity.
I’ll admit that the Facebook approach may not work for all organizations – who after all have their own distinctive DNA – but it’s worth asking whether more traditional approaches work anymore.
I came across a post that purports to be from an Apple front-line employee this week. It’s always interesting to get insider views from major companies – particularly ones like Apple which like to carefully manage their public image and fiercely guard their corporate secrets. I have no idea if this account is legitimate, but assuming it is there are several insights that I gained from the post:
- First and foremost, Apple seems to be as prickly and protective about company secrets with its employees as with consumers and news media. Based on this account Apple store employees appear to get little or no warning of major announcements – presumably to avoid leaks.
- Along the same lines, Apple management clearly enforces strict rules on everything from sales restrictions to product information. So the casual, cool atmosphere of stores apparently doesn’t preclude fairly strict protocol on staff behavior.
- Apple seems to make special effort to involve staff in product launches (once the information is public) through special briefing sessions, store events and training.
- Though this employee feels pressured to sell – something true of any retail environment – he/she acknowledges the effort Apple makes to support and encourage staff in their efforts. Some of the activities are what you would expect from an uber-hip company like Apple – a masseuse on site, ordering in food, etc. It also appears staff get bonuses for the brutal hours during product launches.
- For better or for worse, Apple seems to be doing a good job promoting their culture and credo (what the staffer calls a cult) through collateral, training sessions and management reminders. This writer isn’t quite sure they like the taste of the cool-aid.
- The staffer mentions the lure of becoming one of Apple’s famed “genius” staff, which suggests there is opportunity for advancement…and presumably commensurate benefits in reaching that position.
Overall, this seems like a fairly exciting workplace with pros and cons. It’s interesting to note the staffer barely mentions things that are often hailed as Apple’s workplace assets – including free/cheap use of products, pride in working for a global leader and an atmosphere of innovation. That’s a good reminder that all jobs are ultimately judged through our personal perspective and day-to-day activities.