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Cultivating a Culture of Continues Improvement · The Business of Alignment - Powered by The E1B2 Collective

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  Cultivating a culture of continuous Improvement.
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  What does that mean? What does that look like?
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  Something I'm really excited about is to share a few updates
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  person. Foremost, I'm excited to
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  announce that a lot of the efforts moving forward in my
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  career, going to be based around a few core focuses.
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  And a lot of that is going to be based around building.
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  My time, my effort, my initiatives around cultivating,
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  a culture of continuous Improvement because a lot of the
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  companies and I'm associating myself with Are companies that
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  are rooted in that, in that religion.
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  Right. I think, what do you look at
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  diversion? Whether you look at all Miss.
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  whether you look at Beyond brand, whether you look at,
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  whether you look at the work that we did with mine stand,
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  whether you look at the work that we did with Beyond resume.
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  And I'm just, I'm just going to keep going right?
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  Whether you look at the work that we're doing with, you know,
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  Top employers. Everything is about continuous
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  Improvement. Everything is about momentum.
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  Everything is about fine-tuning. And I think that's an element
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  that a lot of organizations missed the Mark 1.
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  So let's dive deeper first thing.
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  I think that a lot of organizations don't think about
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  is there should be significant amount of energy resources time
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  thought expectations policies values.
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  Deliverables. And core focuses around
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  decision-making that all are based around tweaking and
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  adjusting every single element of your organization period that
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  impacts your people. I'll go down the list of the
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  now. I respect the companies that
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  every single year audit, their compensation model models and
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  policies and Frameworks. With our measuring and they're
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  in there. There are justing and making
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  sure things are Equitable every year.
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  And they're pushing the limits, you understand how their
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  competitors are doing? They're pushing the limits to
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  understand how happy their people are today.
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  Around certain things around compensation.
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  They're challenging themselves who think outside the box and
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  even get more creative based off of employee feedback.
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  It's an expectation. It's built into the budget.
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  I love companies that literally build culture Improvement.
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  Best practices technology initiatives into the literal
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  budget. That's how you know, it's real.
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  When you're actually putting your money, where your mouth is
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  your money, where your energy is, that's how you know, it's
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  true. A lot of companies say, a lot.
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  But when get do a lot and invest in a diverse shoe, when you do a
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  lot and you vest and invest in the Beyond brand, when you do a
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  lot and you invest in everything, we could do a lot
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  and you invest in it and you're not just talking, it's impactful
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  and you continuously make tweaks.
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  I love companies that consistently look at the
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  feedback in the data from their employees around how their
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  leadership and their managers are doing the expectation that
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  the hold their managers to The standards.
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  Continuous Improvement. Means, looking at every single
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  piece of your organization and making changes whether that's
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  quarterly. Whether whether that's whether
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  that's twice a year, whether that's once a year, whether its
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  monthly but you make changes and you put your money where your
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  mouth is. You invest for the future, you
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  think strategically, you're thoughtful, you utilize
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  employees, First Data, and you really do a good job to really
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  care about your people. Cultivating.
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  A culture of continuous Improvement.
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  Looks like that. It looks like the CEO.
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  It looks like the board. It looks like the CFO we're all
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  in the same page. Our number-one responsibility
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  here. As you think about our product
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  road maps as we think about our services as something about our
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  bottom line, as we think about our PR, as we think about our
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  marketing, as we think about our product, as we think, about
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  every single phase of this company, we're going to think
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  about it from an employee's. First lens, we're going to think
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  about it from a continuous movement on.
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  Not only a Improvement of culture.
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  But an improvement of humanity. And it's something a lot of
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  people don't think about. a lot of companies don't think about
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  And so for me, I'll end up this way.
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  Creating a culture of continuous Improvement should be the
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  literal literal religion. The foundation.
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  Of the company managers and leaders that do not want to keep
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  that a part of who they are. And, I mean, that throughout the
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  culture, it doesn't just have to be on the people sector side of
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  things, from a internal comms, or recruiting initiatives, or
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  employer branding or, or, or deu.
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  Not then have to be those things.
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  It can be literally within the sales and Partnerships teams.
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  It can be on the product team. Every single month, I need to be
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  figuring out how to make better LinkedIn, copy every single
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  month. I need to figure out how to
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  improve my my partnership strategy, my channel partnership
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  strategy, my pitch every single month, we need to figure out how
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  to design better. Write, write better code, work,
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  faster, work smarter together. Continuous Improvement is out of
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  a culture, does not just exist on the employee experience, that
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  it exists literally within the foundation in the core of the
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  operations of the day-to-day. It's about being better.
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  It's about doing better. All the time.
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  No brakes. Consistently.
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  It's what I believe in. That's what you should do.
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  So as always, just a few thoughts, Just a few
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  perspectives. We'll talk soon.
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  We'll talk soon.