Investing in workplace culture can be a tricky subject. Inevitably, someone will say, "If you spend that much money on workplace culture, doesn't it just take away from your profits? It's just not that important."
To which we respond, "Good gosh, you've got it wrong!" (Note: Been trying to clean up the language after an unfortunate incident involving some jaywalking nuns that got an earful last week. Hey, THEY were the ones jaywalking.)
But instead of us using our typical "strong language" to drop some knowledge on the uninformed, we think the insights of our collaborators about what their goals are when it comes to investing in workplace culture would serve as a better response.
Which brings us to the question we posed for this week's "One Question" column…?
| This month's theme: Culture |
What is your primary goal for investment in workplace culture?
TONY HARTL
Founder and former CEO of Planet Tan
Our primary goal for investing in workplace culture was the satisfaction and retention of our internal customers—our employees. In order to serve our external customers, we needed happy, informed employees who would accurately express our mission and provide the right experience for our customers. Selfishly, I took care of my employees so they could in turn take care of the customers. It's another circular concept. You can't have a successful business without having successful employees. |
CHIP CONLEY
CEO and Founder of Joie de Vivre Hospitality
We believe in the "Service Profit Chain" which suggests that a Unique Corporate Culture drives Employee Happiness which creates Customer Loyalty which leads to a Profitable and Sustainable Business....and from those profits, you can invest back in the Culture. It's a virtuous circle or what we call "karmic capitalism," what goes around comes around. So, our primary goal is to help our employees feel inspired by where they work, who they work with, what they do, and why we're doing it. If we do that well, we're more likely to help our employees move from having just a job or career to having a calling. And, if you're a customer of a company that's full of employees living their calling, you can feel that positive energy and you're likely to become an evangelist for the company. In sum, profits are the lagging indicator of a great company culture. And, as Tony Hsieh from Zappos says, "Your Culture is Your Brand." |
ARI WEINZWEIG
Co-founder of Zingerman's Community of Businesses
Quite simply, if the work experience isn't a great one, the service and food quality we deliver will never be great either—it's all one big holistic picture. In order to be sustainable in all our work, we have to make the work experience a positive one, a place where people are supported, recognized for who they are and appreciated for that, where everyone has a chance to make a positive difference regardless of age, org chart, title, or anything else. The better we make the work experience, the better everything else here is likely to be! |
PAUL BOLLES-BEAVEN
Senior Managing Partner, Operations at USHG
Investment in workplace culture is the best way for us to live our mission as a company and to achieve our vision for the future. The culture of our company benefits all our stakeholders in Enlightened Hospitality: each other, our guests, our community, our vendors and our shareholders. This culture is a "virtuous circle" that feeds on itself and generates a palpable and productive energy. At its root, that culture provides the type of environment where our top performers will thrive. We purposefully hire and grow people who can simultaneously push the envelopes of both excellence and hospitality. Given the right culture (environment, training, systems, employment practices, feel, soul) these rare champions will be able to provide uncommon hospitality and excellence and thereby, our company will thrive. |
PAUL SPIEGELMAN
CEO and Co-founder, The Beryl Companies
Our primary goal of investing in workplace culture is to enhance the lives of the people that work at The Beryl Companies. We know that if we invest primarily in our employees and gain their loyalty, customer loyalty will follow. We also know that if our customers are loyal, we will drive profit into our business. Our commitment is to invest that profit back into our people to give them better tools and resources to do their jobs. That's what we call the Circle of Growth. |
How are your goals? Add your thoughts to the comment section below.
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