Gorporate culture: The missing ingredient to success

venv EMpLoyEE Ar EVERv r-svel has the ability to act I-lfor the betterment of the employer and its clients. Unfortunately, most people are content with stagnation. They put in just enough effort to not get fired as they quier ly march along with the status quo. Much to many c.e.o.s' dismay, such a corporate culture is more prevalent than a culture that calls for greatness from all.

For any company to succeed long term, having the right corporate culture is key. Where does your organization's culture fall in the spectrum? Does the c.e.o. expect greatness from everyone every day or does the c.e.o. allow mediocrity to creep in and fester? Make no mistake-culture is not just important; it's crucial to an organization's true potential.

Following are some key components for strengthening your culture to be in the "best of the best" category.

Get clear on the organization's mission.

Most employees can't recite their company's mission statement. This means the leadership's process of developing the mission statement was a joke and a meaningless exercise. When the company's mission statement is an "out-of-site-out-of-mind" document, it's inelevant, no matter how well written it may be.

A compelling mission statement needs only two and no more than three sentences with two primary commitments:

(1) What we stand for to each other (internal clients) and

(2) What we stand for to clients. You can choose to add various comments regarding vendors, stakeholders and teamwork, but keep it short and simple. Longer mission statements are hard to remember.

Once you have your mission statement complete, you not only frame it and place it throughout your facility, but you also refer to it regularly for reminders, coaching, reprimanding, and even decision-making. Realize, too, that one person ignoring the statement can poison the environment. The only thing worse than having turnover is having none when there should be.

When asked if they have someone on staff who they knew was a bad choice by the second month of the new hire's employment, about 75Vo of c.e.o.s and v.p.s say "yes." Usually, that particular employee has not attempted to meet or exceed the mission statement. When asked why that person has not been discharged, most c.e.o.s and v.p.s reply, "Because I'm afraid (s)he will go with our competitor." But that's exactly where you want the person to go. Set them free!

Commit to personal improvement.

In order for every employee to commit to personal improvement, the company's president and v.p. of sales must lead the way by example. Why? So go these two individuals, so go those they lead-and so go the company's rcvenues and profits. When all levels of employees see the president and v.p. of sales committing to something, the rest follow suit. Additionally, it's rare to find a president and v.p. of sales who can't improve by 25Vo in two to three months and by 507o in six months. Many even get 1OO7o better. Why? They've been so busy mcntoring others that they haven't had the time to work on themselves.

Realize that mentoring isn't about motivational speeches. Many corporations make the mistake of bringing in a motivational speaker for an annual meeting and then believing that personal development training is over. Yes, motivational speeches are great to hear, but their effect is gone as soon as the speaker leaves the room.

When it comes to real personal improvement, it's about assigning each individual nine specific skills, habits, and traits to improve upon. And the starting date to act is that day or no later than the next day. See the culture change taking place?

Then, the person's chief or an outside consultant must follow-up to ensure implementation has begun, and to monitor the results. Later, another nine new skills. habits. and traits are assisned and monitored.

The best sales and management education sessions are those where the group selects the best ideas presented and holds everyone accountable (again) for implementation. You may pick six skills to assign to the group, but you pick an additional one each for both Joe and Mary based on their individual weaknesses. And then what? Then you monitor.

Create meaningful position descriptions and measurements.

This is another area that is typically woefully weak. Most companies are using outdated position descriptions they created a decade ago. And measurements? They don't even exist. But how can you expect greatness from people if you have nothing by which to measure that greatness?

For each position in your company, you need current and realistic position descriptions, as well as measurements you use to determine if someone is successful in their position. You utilize these devices for informal reviews (can be done by telephone) and for formalized quarterly reviews. Naturally, these documents are crucial for year-end reviews, but if you currently only conduct year-end reviews, it's too late. People need feedback more than just once per year.

Preparing position descriptions and measurements carefully will keep everyone focused on the goal: higher sales and revenue for the company. You'll also discover that the goal of increasing sales and revenue is part of everyone's job to some degree. Ultimately, the more detailed you can be and the more you monitor, the more you encourage people to be great.

Take time for planning.

Every department needs a plan. But the question often asked is, "What do I plan?" The answer: Everything.

Here's an example of some planning ideas using the sales department as the focus. The following list of planning objectives would be done for each salesperson on staff:

What is the "no later than" date you want to land/increase business with ABC Corp. and 50 others?

What are you going to do quarterly and monthly to make the results happen?

. What is the salesperson's v.p. of sales (and regional manager, if applicable) going to do to ensure the results occur?

There are about 50 more items to planning for the year, so you would include everything that is to be done, by whom, and by when.

Planning requires a lot of thinking time without intemrption. A good idea is for the people charged with planning to work off-site with a consultant to focus intently on both the big details and the little ones. Why off-site? Yogi Berra said it best: "How the hell are you going to think and hit at the same time?"

Have fun.

Most organizations don't have enough fun, which is almost a corporate crime. But every company should have a goal of being the most fun place to work in town.

A few benefits of fun include:

It prevents a succession ofordinary days.

It promotes creativity.

. It elevates retention of your best employees.

It improves recruitment efforts.

. It aids with teamwork.

. It increases risk-taking, aggressiveness, job satisfaction, and mental health.

It boosts revenue as clients want more excitement, too.

Perhaps most important: The best of the best always want to work at a fun company. So let the grumpy, negative, and whiny people work for your competitors. Instill fun in your culture and you'll have a workforce that's by far the cream of the crop.

Culture success starts now.

Of course, there's much more to corporate culture than these five points. However, this foundation will get your company started on the culture transformation.

The bottom line is that if you want stronger revenues, then you must develop a stronger culture. A culture of greatness trumps any other.

- Bill Blades, CMC, CPS, specialiTes in growing people and revenue in sales and leadership areas. He can be contacted at U43) 477-0061 or wblades@aol.com.

Southern Forest Products Association is looking for a new president, following the resignation of Digges Morgan. to pursue other interests.

Morgan has been with SFPA for 28 years, the last six as president.

Florida Building Material Association has established a retail sales award, the Pinnacle.

One of five finalists will receive the new award during this year's annual convention, Sept.2l-24 at Gaylord Palms Resort, Orlando. Show highlights will include the Gulf Atlantic Expo, Southern Design Symposium, speakers, and Tom Snead golf tournament at Orange Lake Country Club.

Eastern Buitding Material Dealers Association is preparing for the IDEAS lumber and building materials trade show Oct. l8 at the Valley Forge Convention Center, King of Prussia, Pa.

Ohio Construction Suppliers Association is sponsoring an installed sales roundtable Oct. I 3- l4 in Youngstown, Oh., and a roundtable for Ohio and Kentucky executives Oct.26-28 in Naples. Fl.

Mid-South Building Material Dealers Association is holding a joint roundtable meeting for Louisiana and Mississippi members, Alg.23-24 in Napleonville, La.

Northeastern Retail Lumber Association affiliates are finishing the summer strong.

Long Island Lumber Association and New York & Suburban Lumber Association will co-host a dinner cruise Aug. 18 about the Lady Liberty, Port Washington, N.Y. The group's annual meeting is Sept. l3 at Villa Lombardi's. Holbrook. N.Y.

Mid-Hudson Lumber Dealers Association's outing to Dutchess Stadium, Wappingers Falls, N.Y., is Aug. 19, while Northern New York Lumber Dealers Association holds its annual fishing derby Aug. 17 at the Antique Boat Museum, Clayton, N.Y.

Northeastern Lumber Manufacturers Association hosts a Sept.2223 golf tournament and market outlook at Webhannet Golf Club, Kennebunk, Me.

Golf and an awards dinner are on the first day. On the second day, Paul Jannke, principal , Forest Economic Advisors, will analyze North American lumber markets.

North American Wholesale Lumber Association has booked Chuck Leavall-tree farmer. author. and Rolling Stones performer-to keynote its Oct. 19-21 Traders Market at the Mirage, Las Vegas, Nv. Leavall has written four books on environmental issues and co-founded a website on environmental news. In

1999, he and his wife were recognized as National Outstanding Tree Farmers of the Year by the American Tree Farm System.

This year's Magellan Network will feature Steve Lovett, Blue Ribbon Commission for Softwood Lumber Check-Off , and Craig Larsen, Softwood Export Council.

National Hardwood Lumber Association will offer its first bilingual lumber grading short course, in Spanish, Sept. 12-14 at its headquarters in Memphis, Tn.

English-language classes include a basic lumber drying course Aug. 2930; a three-day lumber grading short course Aug. 31-Sept. 2, and inspector training school Sept.7-Dec. 9.

Southeastern Lumber Manufacturers Association's Real Outdoor Living program has three new collateral pieces-a pocket guide, rack card, and poster-designed to educate lumber dealers and deck builders about the benefits of pressure-treated wood.

Kentucky Forest Industries Association voted to change its Kentucky Wood Expo to a biennial schedule, following this year's show Sept. l6-17 at Laurel/London Optimist Sports Complex, London, Ky.

Jack J. Kahan, 89, president of Interstate + Lakeland Lumber Corp., Greenwich, Ct., died June 14 in Rye, N.Y.

During World War II, he served with the U.S. Navy as a gunnery instructor in Hawaii. In 1945, he started his 66-year career in the family business.

He also served as president of HooHoo's Connecticut chapter.

Jeffrey E. Nesbitt, 70, cellular PVC decking and trim pioneer, died Iune 22 in Lititz. Pa.

After working with GAF and Armstrong World Industries, he developed the flax-reinforced cellular PVC technology used by Procell Decking Systems, Foley, Al., which was later acquired by Azek.

In the mid-2000s, he served as v.p. of techology for Edge Building Products, Newport, Pa., creating DurationDeck, Stabilex, and other products. The firm went bankrupt in

2005 and, a year later, he co-founded Sensibuilt Building Solutions, Bloomfield, Ct., based on his Lumenite surface technology. Two years ago, Sensibuilt merged with Fiberon.

Since 2010. he had been managing partner of Building Solutions Intellectual Property, LLC.

Joseph Glenn Kurth, 95, cofounder of Walker-Kurth Lumber, Houston, Tx., died June l5 in Houston.

After graduating from the University of Texas, he served with the U.S. Army during World War II. After the war, he entered the lumber business. ln 1952, he and Weldon Walker started the company.

He also served as president of the Houston Lumberman's Association and as a director of the Retail Lumber Dealers Association of Houston.

Edgar L. Shuman, 88, retired manager of Brewster Lumber in Massachusetts and Connecticut. died July I in Providence, R.I.

During World War II, he served as a staff sergeant in the U.S. Army. Beginning in 1940, he worked for Providence Box & Lumber, Providence, which became P.B.X. Building Materials.

In l97l , he joined Brewster Lumber in Massachusetts, relocating to the Mitford, Ct., yard two years later. He retired at the end of 1986.

James Alfred Berglund, 82, retired Minnesota lumber trader, died June 25 in Crosby, Mn.

After serving with the U.S. Army during the Korean War, he started his 55-year lumber career. Two years ago, he retired from his position as a wholesale lumber salesperson at Lakes State Lumber. Aitkin. Mn.

Edwin J. "Butchtt Burns, 92, retired Indiana lumberman, died of complications from cancer July 18, in Monticello, In.

He served in the Pacific Theater during World War II, as crew chief on aB-25 in the Air Force.

When he returned home, he joined the LBM industry, retiring from Dye Lumber. Monticello. in 1987.

Jack J. Gehrs, 88, retired New Jersey lumberman, died July 3 in Winter Haven, Fl.

When he was five years old, he and his family emigrated to the U.S. from Building-Produdscan

Denmark. During World War II, he served with the 50lst Paratroop Infantry Regiment.

In 1959, he became a partner at C. Tereshko Lumber, Raritan Township, N.J., which was sold to Hunterdon Lumber, Annandale, in 1974. He later worked several years for Diamond International Lumber, until he retired.

Earl M. Wolfe, 93, longtime manager of Johnson True Value Hardware, Neosho, Mo., died lune 27 in Neosho. He started working at Newton County Hardware, Neosho, in 1950, after graduating from Hastings

Business College. When the store became Johnson True Value, he became manager-a position he held for 27 years, until retiring in 1993.

Anthony J. "Mr. Tony" Rane,94, longtime board member of Great Southern Wood Holdings, parent of Great Southern Wood Preserving, Abbeville, A1., died July 12.

After serving in the Army Medical Corps during World War II, he moved to Abbeville, where his son Jimmy started a treating plant that would expand into the nation's largest wood treater.