Latest / Success Story with Scott Clary / Lessons - Culture Is The Way | Matt Mayberry - Bestselling Author & Keynote Speaker

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Lessons - Culture Is The Way | Matt Mayberry - Bestselling Author & Keynote Speaker · Success Story with Scott Clary

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  In this lessons episode, you will uncover a powerful five-step framework for building a thriving
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  workplace culture that drives both individual and organizational success. Learn how to define,
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  embed, and sustain a culture that transforms your business while empowering your people to perform
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  at their best.
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  So how do we build a culture so that people are elevated to the best versions of themselves
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  and then they perform? What are the steps for the playbook?
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  Yeah, so I have a five-part framework, you know, and I'll touch on those, but I think a very high
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  level answer, you know, because this doesn't matter if you have a small medium or large-sized
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  business for, you know, whoever's listening, you know, most people use their people to build
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  their business, right? But the best leaders that make the biggest difference, not only in the
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  marketplace and drive the greatest profit, but also build people, they use their business to build
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  their people. And I think that understanding the differences between those two is really the
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  answer of how do you build a great culture that actually produces for what we're doing in our
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  particular sector, our particular industry, the product we sell, the service that we go to
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  market with. You know, it's really understanding that we need to utilize the people that we have
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  and build our business, right? Use our business to build our people, which is going to build and
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  transform our business rather than simply using your people as a commodity to build the business.
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  You know, there's a very, very big difference in distinction between the two.
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  You know, and I think after understanding that, it's really driving down to that five-step
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  framework, which number one is, you know, we kind of touched on this already, but it's defining
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  your culture. You know, what I mean by that is, if you saw 20 employees that work at the same
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  company, let's say at a conference, and you asked those 20 employees, what is your culture at XYZ
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  company, you're most likely going to get 20 different answers, right? If you go and ask the
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  New England Patriots or, you know, whoever your favorite team organization is, right?
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  Chances are you're going to get pretty similar answers, maybe not exactly to a T,
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  but you're going to get pretty similar answers about expectations. What is the work experience
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  like as an employee there? And what is the overall mission and purpose of that particular company,
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  that organization, right? So you have to define your culture, right? The second aspect is,
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  you know, what I put is discovering through collaboration and inspiration. And what I mean by
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  this is it's really engaging the hearts and minds of every single people manager in the company.
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  When you think of building culture, most senior leaders and executive teams, regardless of how big
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  that organization is, they keep it at the top, right? And defining your culture starts at the top,
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  but then after you get to that piece, then you have to go to the bottom and different levels of
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  the organization and ask them for their input. What is it like working here? What are you happy with?
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  What are you not happy with? You know, what can we do? What what makes this company this organization
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  unique and special? And then it's cascading, you know, from that, it's getting all that until that
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  information. And then from there, you know, set number three is all about launching cascading and
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  embedding your culture, right? A lot of companies will just say, Hey, this is our employee survey that
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  we did. We're going to take the survey, get these results. We're going to talk about it for a month.
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  We worked on culture. They check the box, right? But the best teams, and this is what football teams do
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  best than better than anybody is the culture is not just launched and talked about. It's cascaded
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  throughout the whole team, the whole organization, regardless of your role. And it is embedded daily
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  in every function, offense, defense, quality control, video, video team, you know, recruiting team,
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  staff, I mean, every function of that team, that organization, it's embedded deeply. And then
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  the fourth step of that, the whole five step process is driving long-term impact. You know,
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  what you talk about how some business leaders, they may hit the PNL, they may have a positive
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  year, they may get the, you know, investor money that they're looking for. You know, but at the end
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  of the day, if you're not building a business for sustainability and really having a culture that
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  drives that sustainability, somewhere along the line is going to collapse and fail. And not only
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  is it going to collapse and fail, it's probably going to be worse off than it was from the very start.
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  Right. So then it's utilizing your culture to drive that sustainability. So it's all about the
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  best practices of how do we not only embed our culture, but how do we make it the very fabric
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  of our company? And then the fifth one is, you know, leaders blaze the trail. And this is simply
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  that, you know, you can't change any organization until the leaders first model the behavior and
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  lead the way forward. Right. The behavior of the leader is eventually the behavior of the rest of
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  the company and organization. There, there's no way around it, you know, and I think you have,
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  you have a lot of leaders and organizations that are unhappy with maybe the results they're
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  producing or, you know, they want to be more innovative or they want to be able to handle and deal
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  deal with disruption and change better. But then when you, when you dig a little bit deeper,
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  you start to realize that the leadership team is the one who actually massively and severely
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  struggles with those same very things that they want to get better and improve on. Right. So you
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  have the leadership team and as a leader, you first have to be living that 100% all in fully
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  committed before you ever can drive transformation and change throughout your organization. So those
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  are the five steps, Scott, define your culture, you know, engage the hearts and minds of every
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  people manager and the company to get them involved in the process. That gets them more excited
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  about creating the future. The third step is launch cascade and embed the daily fabric of your
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  culture in the organization. The fourth aspect is driving long-term impact for sustainability
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  and the fifth is leaders lead the way forward. What's what's the number? Because I think that when
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  everyone's listening to this podcast, everyone is not, I mean, there's some shitty people out there
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  that don't care about this, but the majority of people want to do good by their team and by their
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  company and they're saying, yes, I love a culture like this. I love a culture that uplifts the
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  people that I work with every single day. What's stopping people? What some people are going to take
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  this away and say they don't, you know, check out your book or whatever and they they've tried this
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  before and it just has totally failed and they know that even though they've tried to implement
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  culture, you still talk to 20 different people in the Oregon, you still get 20 different answers
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  as to what the culture is. So what's stopped people from being successful when they try and
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  do something like this with the organization? Yeah, I think there's really three things. The
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  first thing is, you know, the leadership team is not committed, right? It's to check the box
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  initiative. Maybe they had a bad survey result, so now HR or, you know, shareholders, you know,
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  there's outside pressure. If it's a publicly traded company, they have to do some type of initiative
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  to build a healthier culture. So from that standpoint, it's just to check the box. It's never
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  going to move the needle, right? That's the first one. The second one is we kind of already touched
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  on this, but I want to stress the importance of this enough of why it just derails so many efforts,
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  the misconception of what culture is, right? I mean, at the end of the day, you know, it doesn't
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  matter if you have a 10 person company or a 200,000 person company, you have to understand
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  every business owner, every leader has a strategy, a strategic framework of how we're going to
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  go to market, how we're going to win in the marketplace, how are we going to create our unique
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  competitive advantage in the marketplace? You have to understand that strategy does not achieve
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  itself on its own. That is the job of culture. It's behavior at scale. So after you create your
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  strategy, you have to look at your culture and do we have the right behaviors in place? Rather than
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  just having core values, we need to make sure that we have specific defined behaviors,
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  like we're the daily expectations to live these values that is going to help us succeed and win
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  and execute in the marketplace. You know, I think for any leader that doesn't want to build a
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  better culture, they're basically saying that I don't want to win and build a thriving business.
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  You know, because I mean, that in the two go hand in hand, like eventually somewhere down the
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  line, it's going to come back in backfire. Massive when you
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  know that the third one would just be the consistency. I think that there's a lot of leaders,
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  especially you've seen with COVID and a lot of the statistics, and we heard about the great
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  resignation and the big quit and all those kind of terms, as far as just so many people leaving the
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  workplace, I think that when you have that type of dysfunction and people talking about the realities
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  of the uncertainty of the future, leaders will start to initiate the process, but then somewhere
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  down the line, they get busy, you know, there's customer fluctuations, there's, you know, dealing with
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  supplier challenges, you know, the supply chain, just all these different complexities of the business
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  structure, they let interfere with building the culture, but the best leaders that I've seen
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  in some of the most prestigious dominant companies in the world, they literally viewed their
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  cultures as their greatest competitive advantage in the world. You know, not their ability to innovate,
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  not their ability to market and have new product design, I mean, their greatest competitive
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  advantage is the culture they build. So I think that those three things God is really, you know,
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  why most leaders kind of fall short there. Thanks for tuning in. If you found this valuable,
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  don't forget to hit that subscribe button so you never miss an episode, and if you want to dive
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  deeper into this conversation, check out the links in the description to watch the full episode,
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  see you in the next one.