LeaderShip Edge

November 2006 :: Results-Oriented Cultures

“It is the people in a company that make business work. Great strategies fail without a culture focused on and committed to delivering results that matter in your situation.”

- Author Randy G. Pennington from his book “Results Rule”

Imagine what happens every day, in every business.

Let’s say, for example, that after years and years of Research and Development, you’re finally ready to launch your new version of an MP3 player.

Oh no - Creative Labs, Apple, and Microsoft have players out too!

In another case, your people have come up with another great idea - Stow and go seating on your minivan.

Oh no - Toyota just unveiled Split and Stow seating in their van!

In yet another case, your new business strategy says the cool new way to sell bedding is to open a big box store in the suburbs.

Oh no - Linens and Things, and Bed Bath and Beyond have been there for years!

Bottom line?

How on earth can an organization survive in today’s business environment?

To quote Randy Pennington from his book “Results Rule”:

“In an environment where everyone is doing the same things, culture beats strategy every time.”

In business today, having fantastic products and world class delivery channels are simply the cost of entry. Yes, the critical differentiator is not your product, service offering, or “store” - it’s your people.

In addition to developing new market leading products and services, your organization should be developing a results-oriented corporate culture.

Getting Cultured

Here’s the next reality check, it’s your culture that matters more than your products. Your culture needs to be unique in order for you to do unique things for your customers.

As much as you may want to be Southwest Airlines, Wal-Mart, or Harley-Davidson, sooner or later you will have to realize they spent years developing a culture that reflects their organization and its offerings.

Now it’s your turn and there are no shortcuts.

In 1982, Terrence Deal and Allan Kennedy identified the elements required to determine an organization’s culture:

• Business Environment
  
• Core Values
  
• Role Models
  
• Rites and Rituals
  
• Cultural Network
  

By studying these elements (or lack of these elements) in your organization, you can begin to develop an understanding of the “health” of your culture, and ultimately a strategy for creating the ultimate culture for your organization.

Cult of Personality

A results-oriented corporate culture is one where employees are not only committed to results, they actually achieve them - consistently. There is a high level of trust and alignment between employees at all levels, which results in a “we do what we say we will’ attitude.

The outcomes (better yet the result) of having a results-oriented culture can be found in superior innovation, effectiveness and efficiency. As well, once word spreads that your organization has one of these “coveted” cultures, another outcome is the ability to attract and retain top talent.

Curing 3-D Vision

Take a moment, take off your glasses, and give them a good wipe.

How’s that, better?

Are you seeing the world in 3-D Vision?

You are?! Then we might have another kind of problem.

In order to have a truly focused, effective, results-oriented culture, the leader must have crystal clear vision. The problem is, too many leaders are plagued with 3-D vision.

They DENY marketplace realities.

They DISTORT the core performance metrics.

They DELUDE themselves about their own personal responsibility for achieving only moderate results.

In order to be a truly effective leader, you must continually search for and acknowledge the truth.

In Our Opinion
Developing a Results-Oriented Culture

Believe it, Say it - Once you understand your current reality, and determine where the organization is headed - shout it out loud. Ensure that everyone, at every level, knows your plan, and can choose to buy into your way of doing things.

Say it, Do it - Actions speak louder than words. Get out into your organization, deep into your organization (you know, down to the front lines) and be seen “living” the new culture.

Do it, Lead it - High performance, results-oriented cultures are few and far between. There is a high likelihood that this may be the first time your employees have been involved in one. Therefore, your job is to teach your employees how to conduct themselves in the new culture.


Lead it, Reward it - Jack Welch says “You get the behaviour that you reward”. Once you see signs of people truly “living” the culture, find a way of rewarding them, to reinforce their behaviour. Don’t think of it as a bribe, more a “perk” for membership.

Our Monthly Rant
Check the Connection

Southwest Airlines CEO Herb Kelleher was known for his willingness to load bags on to his planes and greet customers.

Wal-Mart executives spend hours in their stores every week.

When was the last time you actually “worked” on your own front lines.

No, touring a store or branch doesn’t count.

No, talking to the Call Centre manager in their office doesn’t count.

This is a serious question.

When was the last time you sold one of your products?

When was the last time you talked to a customer on the phone - the first time they call in?

Take time - every week - to get out into your organization, don the uniform, and conduct business and interact with your employees.

As a leader, how can it be possible to effectively lead your organization, and truly understand the culture at the front lines, if you’re never there?