Got Drama? Act 1

work-hard-have-fun-and-no-drama-pleaseDo you have drama in your company?

“Drama” covers a myriad of people issues … gossip, finger-pointing, whining, talking behind folks’ backs, can’t/won’t get along, complaining, blame, excuses, under-performing, bickering and more.

If you’re embarking on the Great Game of Business journey, here’s some good news: GGOB is a culture transformation. It’s all about building a culture of winning and learning.

Some organizations have deep-seated people issues, and I find that leaders in this situation like to try to resolve some of their issues as a run-up to launching GGOB.

Even though GGOB itself is a good portion of the cure for what ails your organization, let’s talk about some approaches to removing drama, and for keeping it out in the first place.

Since an ounce of prevention is worth a pound of cure, let’s first talk about preventing as much drama as possible so we don’t have to correct it.

Culture and good hiring go hand in hand. It’s much like the chicken and egg. Which comes first? One begets the other.

A strong, positive culture is exemplified by employees who know they have a good thing going, and who want to keep out the bad ones while welcoming in the good ones. If your hiring process indeed keeps out those who don’t fit your culture, that’s way more than half the battle.

I’ve written quite a bit about the importance of a “culture document” before. A set of Core Values can be invaluable IF they are genuinely used to guide decisions about hiring, firing, promoting and rewarding. If they’ll just be hollow words or a plaque on the wall, don’t bother.

Once you know what values are important, the company’s leaders must set the tone (and the example), educate the troops, and be unwavering in running the business according to these principles.

Here are some ideas for getting your management team on board:

  • Our Core Values apply to everyone in the company. ALL decisions are made with our values in mind.
  • Set the example
  • Hold others accountable. Do it tactfully and professionally, but do it.
  • Speak up in our management meetings. Debate is healthy as long as we keep it professional and not mean-spirited. We don’t need “yes-people” or nattering nay-bobs.
  • Once a decision is made we each support it as fully as if it was our own idea, both among the other managers and especially with all others in the company. Acting like you support an idea and then undermining it or not supporting it in front of employees is not acceptable.
  • Let’s issue an “Adult Card” to everybody in the company … starting with the CEO and our management team. If there’s a problem, we deal with it like the mature professionals we are: with open, honest, direct communications.
  • You can’t just say all this once and think it’s fixed. You’ll have to remind folks over and over. And over.

Hatim Tyabji grew Verifone into a dominant, global credit card transaction company. His key leadership tool was a booklet that explained Verifone’s eight core values. He says, “I essentially spent the last six years repeating myself.”

A stellar smaller example is Sandy Jaffe, who grew his tiny Paperback Supply into GL Group, an admired local multi-divisional company in St. Louis (and GGOB All-Star winner) with over 200 employees. Their main guiding principle over the last 40 years? The Golden Rule.

In Act 2, we’ll talk about taking the message to the rest of the company.

Your Most Important Document

In a previous column titled Great Expectations, I urged business owners to have realistic expectations for their employees.

Now let’s build on that message: Define your expectations.

In my role as a business coach, most of the issues I hear about are related to employees. And more often than not, a lack of clear expectations is at the root of the problem.

We usually let our people know how to do a job. “Open the software. Click the blue icon. Use the menu to find the customer …”

But how often do we let them know what behavior we expect, or perhaps more importantly, why we expect it?

If the only clues to acceptable behavior are the inevitable corrections that come when straying off course, it may take a long time for your team to figure things out for themselves.

If you expect your team members to treat others with respect, just say so. Clearly. Directly. Early and often.

Some of you may know that I own a company called Arch Engraving in Kirkwood, Missouri. We make and sell awards, signs, nametags and personalized gifts. In 2010, I bought out my two partners and became sole owner. After that, we were busy moving the facility and creating a spin-off business. The dust has settled so I finally found time to create a “culture document.” It was rolled out in late 2012 and early 2013 for our 10 full-timers and various part-timers.

This document contains our Mission, Vision and 6 Guiding Principles. Under each Guiding Principle are 4 or 5 bullet points to explain the principle.

The contents were reviewed individually with each employee. The Guiding Principles and underlying bullet points were used as the performance review form. Since this is brand new for everyone, the review meetings were mostly about explaining our direction and our “why”, with suggested (and in some cases, required) improvements noted as appropriate. I tried to use these primarily as educational meetings, and as my opportunity to get feedback on the document. After all, they were seeing these expectations in writing for the first time so there was no justification to get all worked up about non-compliance.

Going forward, though, this document will be our guide. Everyone now knows we will hire, fire, reward and promote based on it. They know to filter all decisions through it. Our Mission tells them what we’re all about. Our Vision shows where we’re going.

I’m not kidding myself – there will be set-backs. But staying the course and using the document in our daily work will make it real. It’s not just a plaque on the wall.

Some experts advise to make this sort of work a team effort. In this case, I did it myself and tweaked it based on employee feedback. Right or wrong, I felt the business should reflect my own values and expectations.

There’s no doubt in my mind that this is now the company’s most important document.

Do you have a culture document? I’ll show you mine if you’ll show me yours. I intend to write more on this topic and would love to find great examples to highlight. Send me an email.