1. Culture Is Your Business
The past five yearshave beenatoughslogeconomically.Whattranspiredin2008 sentmulti-yearwaves
of panic,thendespairand,finally,quiet survivalthroughthe humanfabricof companies,non-profits
and governmentagencies.
Where there’slight,there’shope,andthe lightisonce againshiningforanumberof organizationswho
dependonshoppers, gifts,ortaxpayerstosurvive.Topline revenue growthisbeginningtorunhigher
for manycompanies.Non-profitfirmsare reportingheftierdonations.Governmentagenciesare
enjoyingincreasedtax receipts. Internalwounds,though,linger.Many organizationalculturessuffered
withlowmorale, apsychologyof lossand fearof the future.
Thankfully,manybusinessleadersrecognizethatwhile the perfectemployee isaPlatonicideal,the
realityis thatfirmsmust goto work withthe teamstheyalreadyhave.Anyone whohasworkedinsales,
workedinbusinessdevelopmentorjustgenerally workedunderstandsit canbe more satisfyingand
almostalways more profitable todevelopcurrentrelationshipsmore deeply.
Creatingandmaintainingaculture thatencouragesownershipof decisions,innovationandgeneral
interconnectednessisthe wayforward. Of course,statementslike thisare pervasive andinstantly
provoke headnodding inthe affirmative.Really achievingthatculture,however,isthe never-ending
challenge.Todothis,mythsmustbe dispelled.
Myth #1: Train mypeople andtheywill leave. We hearthisa lot.It isborn of a managerial mentalityof
deficitandfear.There’sneverenoughtalent,there’sneverenoughresource,there’sneverenoughof
anything,right?
Fact: Let’snot say “train”,let’ssaydevelop.If leader-managersdothiswell andfindthe right
complementaryfacilitators,employeeswill stayandthrive.
Myth #2: There’snoROI, soit’sa waste of money.Itisherebyacknowledgedthatmeasuringthe return
on people developmentinvolves manyconfoundingvariables.But,isitworthitto write off the ideaso
blithely?
Fact: Turnover,mistakesandaculture of distrust are absolutelymeasurableanddownrightcostlyasany
humanresource professional cantell you. Transformingfirmpsychologytoamore cohesive culture
takeseffortandcontinuousinvestment,butisworthit.
Myth 3: If theydon’tlike ithere,theycango someplace else.Workorgetfired.Thisisnotexactlya
recipe forresoundingsuccess. Isn’tthismindset one of neglectandanenvironmentof takersover
givers?
Fact: “They” mightleave,butwhatif theydon’t?Wouldyouriskruining yourinternal culture because
yourefusedtoturn negativityintopositive potential?Case studiesare repletewithexamplesof highly
capable individualswhogave uponbadleadershipbutspreaddiscontentacrossthe value chain.
What to do? Itstarts with assessingthe kindof culture an organizationhasandwhere leaders wantto
take it. One case studyprovidedbyMcKinseyandCompany illustratesaremarkable paradigmshift.
Several yearsago, a call centerprovidernamedAppletreeAnswersdecidedtodosomethingaboutits

2. 97% turnoverrate amongcall centeremployees.The CEO determined thatrapidexpansionin previous
yearseroded the cohesionhisfirmusedtoenjoy.Because individualsacrossthe companydidn’tknow
each other,theybehavedaslone actors whoprioritizedtheirowncareerneedsovercustomers.
The leadershipdecidedtoimprove the culture by creatingaprogram, managedbya secretinternal
committee.Itallowedemployeestosubmitpersonal wishesthatseemedtooelusivetocome true. The
committee soonbegan grantingsome wishes.One example citedsentanemployee’sdeeplyillspouse
to meethisfavorite professional football players.Anotherhelped anemployee giveagreatbirthday
party to hisdaughter.
Appletree Answers discoveredthataculture of abundance and trust works. Retentionwentfrom3%to
67% injusta fewmonths.The company thenrecordeditsmostprofitable quartersever.Employeesnow
thinkintermsof others’needs orhowtheycan helpeachother—andnotonlywithpersonal wish
fulfillment.Indeed,thisabundantthinkingspilledoverintotheirworkinteractions.
Withongoingleadershipdevelopment, measuringthe rightmetricsandcreatingan abundance culture,
beautiful thingshappenwill continue atAppletree. Mywishisthat all organizationslearnthese
concepts.