Transcript How Company Culture Impacts Branch Office Management

How company culture took
us from $2 Million and
BEYOND
Art Johnson
Canstar Restorations
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Meager
Beginnings
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Today’s Numbers
 180
Personnel
 70 vehicles
 75,000 square feet in 3 locations
 Water, Contents, Construction, Hazmat.
 Esporta
 Fireline
 Water Out
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Our Locations
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Our Locations
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We knew that Canstar’s culture
began with the management.
Your management style
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“Good to Great’s” Level 5 leadership
• It’s in your blood with passion.
• As one of our staff said “He was a good guy first and then he
proved to be a good boss later”
• Who Says Elephants Can’t Dance? Lou Gerstner
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Level 1 to 5
A clear vision and mission based on values.
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What does the future hold for the company?
A business built with direction…not always that way.
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Is your “handshake” worth it’s salt?
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You have to inspire trust, and once you earn
people's trust, you have permission to do some
amazing things. Trust gives you the permission
to give people direction, get everyone aligned,
and give them the energy to go get the job done.
Trust enables you to execute with excellence
and produce extraordinary results. As you
execute with excellence and deliver on your
commitments, trust becomes easier to inspire,
creating a flywheel of performance.
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We determine
the Brand.
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Rule #1
Where are we going?
What are we going to build?
“Begin with the end in mind.”
Stephen Covey
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Canstar Restorations
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7/28/2015
What Do We Want to Be?
 No
interest in being the biggest….
Just the BEST….
Mission Statement:
To be recognized by our clients, our
competitors, our peers, our suppliers, and
ourselves as being the best in the industry
and continually moving toward excellence in
everything we do.
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Management has to set the pace
 You
have to engage in the work, and when
the challenge gets bigger, you have to pick
your game up a notch.
 You can't have your tail between your legs,
saying, "Woe is me. It's a difficult
recession. I don't know what I'm going to
do." Who wants to follow a leader with that
kind of perspective?
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Develop a strong
culture.
"I used to think culture was part of the game. Now I
realize it is the whole game." Lou Gerstner CEO IBM
1993-2000.
Everyone must live this culture or it will receive
ridicule. It must be true.
But Culture is unique to each leader.
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Secrets to a Strong Culture
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The world's most successful companies live by a
clear set of core values.
Put your core values in writing to ensure that
everyone is on the same page.
Keep your core values clearly in front of your
people and customers at all times, and find ways
to make them real.
Your core values should reflect what makes your
company unique and distinct.
There’s no magic number of core values you
need.
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Secrets to a Strong Culture
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Implement ways to hold everyone accountable
to following and preserving these values.
 Make certain that every business decision is
guided by your core values.
 Come up with a way to reward those employees
and teams who best exemplify what your
company stands for.
 Your core values should include such ideals as
listening to your customers, having an open
door, rewarding hard work, creating a fun and
friendly place to work-in, showing respect for on
another.
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Our Credo
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We will smile for our team, our
clients, and ourselves.
We will answer the phone in a
timely and courteous manner.
We will ensure no project is so
urgent or important that we
neglect safety.
We will recognize ourselves as
“Ladies and Gentleman” serving
“Ladies and Gentleman”.
We will recognize the strengths in
each individual.
We will own every problem until a
solution is found.
We will strive to understand and
be understood, before we act.
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We will base all of our decisions
our values; what is best for our
Clients, our Team, and our
Company.
We will create “cheerleaders”, not
simply “satisfied customers”.
We will know the team and the
company standards have been
met when the tick list items are
complete.
We will stay committed to the
security, growth, and goals of
each other.
We will reflect our mission
statement in everything we do.
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“CREATE A CHEERLEADER AND
EVERYTHING ELSE TAKES CARE OF
ITSELF”
Everyone needs to know how we
feel about the customer
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A Culture of Respect for the
Customer
Happy employees create cheerleader customers”
 According to one Stat,
 1 percent die
 3 percent move away
 5 percent develop other relationships
 9 percent leave for competitive reasons
 14 percent are dissatisfied with the product
 68 percent go elsewhere because of the poor
way they were treated by employees of the
company, do you think our employees know
this? Posted everywhere.
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Canstar’s
View of our Customer
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Someone to share our
“Culture of Respect” with
 Someone to transform into
a “Cheerleader”
 The most important people
walking through the door or
calling on the phone
 Not dependant on the
company but the company
dependant on them
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Not an interruption of work,
but the purpose of it
Not an outsider to the
business, but a part of it
Not cold statistics, or a
name on a work order, but
are human beings with
flesh and blood, likes and
dislikes
People who bring their
wants and needs to us to
fulfill and address
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A Culture of Respect Internally
We are going to talk about another contributor
toward our growth.
 It’s really, “All about the People”.
 Not just any people, but the RIGHT people.
 But how can you attracted the right people?
 And once you have them aboard, keep them
there.
 Our culture goes well beyond our clients: If you
take care of your internal customers everything
else looks after itself
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To Start with, Hire Right
 Selection
process
 Interviews
 Reference checks
 Personality profiles (Predix)
 Don’t settle
 It’s more about the character than the skill
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Choose the Right People
Your objective?
 To hire individuals with the right character
that truly are talented, engaged, focused,
and superior in the right role.
The right people on the bus!
 EVERYTIME you move performance of
any single job from “average” to
“superior” you see a measurable financial
impact by boosting productivity.
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Have you ever hired
or promoted people
who were not what
they appeared to be?
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Have you ever hired or
promoted someone
who greatly exceeded
your expectations?
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What was
What
was
different about the
different
about
the
method used to
method
used
to
hire these
hire
these
people?
people?
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Here is what
you see when you
hire and promote…
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Here is
what
you get!
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Failing to hire right can cause
dysfunction.
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Put The Right People on the Bus
The Fit Test
They must:
 Share the core values of the organization
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You can’t make or create them
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You must find and expose their core values
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Scorpion
Opened ended questions
They must pass the mars test
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Would they carry on the core values
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The Interview Continues…
They must:
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Be the type that do not need constant management
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Guide, teach, and lead.
They should take over from there.
“The One Minute Manager”
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Set One-Minute Goals to ensure that your people understand
perfectly what their duties are, what is expected of them and that
there are no surprises.
Give One-Minute Praise. Let the people know when they are
doing the right thing or when they are doing something right.
Give One-Minute Reprimands. Do it immediately and talk only
about the incorrect behavior only, not the people personally.
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Closer to the Right Person…
In the seat they hold?
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They have the potential to become the
very best in the industry?
 They already possess the talent.
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Could they go out on their own and do well.
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Choose the Right People
For them:
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It’s more than a job, it’s a
responsibility?
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They have a broader perspective of the job?
They are not “On or off “the clock, they’re
there to fill a hole, and they fill it.
Your interview, with the right open-ended
questions, should reveal this.
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On Finding the Right Ones.
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Money doesn’t keep them
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Scale of 1 – 10
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Unless, the people have quit but
haven’t left, then it’s all about the
money,
 So the company must act to keep
the good ones
 It works at keeping them aboard by
keeping them totally engaged…..
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The Value of Engagement
According to Gallup, true engagement
results in:
27% less absenteeism
31% less turnover
51% less shrinkage
62% more accidents
Engaged employees make “Cheerleader
Customers”
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The Orientation
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Welcome aboard, What’s your story
Canstar’s journey, story
How Canstar feels about the customer
Video
Our culture of respect
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Worthwhile work
Respect for their brains
Cheering each other on.
How to create cheerleaders
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Steps Toward Engagement
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Most owners and managers know that strong
relationships and frequent praise are vital
ingredients of a healthy workplace
Knowing their name and their story is a great
compliment and a demonstration of respect.
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Steps That we take to promote
Engagement
We know that people don’t quit the company
they quit the manager.
First, Break All The Rules:
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Provides the measuring stick for both you and your
managers in management performance resulting in
employee engagement and retention.
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“Breaking All The Rules” helps
keep them engaged.
Key Ideas:
The best managers reject conventional wisdom:
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The best managers treat every employee as an individual.
The best managers never try to fix weaknesses; instead they
focus on strengths and talent.
The best managers know they are on stage everyday. They know
their
people are watching every move they make.
The best managers know that people leave their immediate
managers, not the companies they work for.
They know that measuring employee satisfaction with their direct
manager is vital information for their company and its future
success.
The best managers are those that build a work environment
where the employees answer positively to these 12 questions:
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First, Break All the Rules
 The
answers to these questions effect four
different outcomes:
Productivity
 Profit
 Retention
 And customer service
All results due to engaged employees.
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The Twelve Questions
1.
2.
3.
4.
5.
6.
Do I know what is expected of me at work?
Do I have the materials and equipment I need
to do my work right?
At work, do I have the opportunity to do what I
do best every day?
In the last seven days, have I received
recognition or praise for doing good work?
Does my supervisor, or someone at work,
seem to care about me as a person?
Is there someone at work who encourages my
development?
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Continued….
At work, do my opinions seem to matter?
Does the mission/purpose of my company
make me feel my job is important?
9. Are my co-workers committed to doing quality
work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work
talked to me about my progress?
12. This last year, have I had opportunities at work
to learn and grow?
7.
8.
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How to achieve the best results.
 Truly
engaged employees are motivated to
perform?
 What do you need to do to achieve 5s?
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#1 I know what is expected of me at work.
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Orientation
Policies and procedures
Job descriptions
Customer service goals
Goals & Vision (Aircraft Carrier)
Effects all 4 outcome objectives.
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#2 I have the materials and the equipment I
need to do my work right.
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Tools?
• Tools they were exposed to at school?
• Tradeshows.
• Equipment?
• Disposition?
Reduces frustration and shows we care
Productivity, Profit, Retention
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#3 I have the opportunity to do what I do
best every day.
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Does the work continue to be challenging
Does my manager know what I do best?
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Have they asked me or noticed what I enjoy
doing?
Are YOU identifying their strengths?
Are they exposed to different opportunities?
Retention, Profit
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#4 In the last seven days, I have received
recognition or praise for doing good work.
Gung Ho
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Are they being cheered on?
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Are their talents being recognized?
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Is it meaningful and honest?
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What works for one does not mean it works
for everyone.
Productivity, Profit, Retention
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Good Managers recognize the
basic needs.
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Without satisfying an employee’s basic needs
first, a manager can never expect the employee
to be engaged or give stellar performance. The
basic needs are:
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knowing what is expected of the employee at work,
giving them the equipment and support to do their
work right,
answering their basic questions of self-worth and
self-esteem by giving praise for good work and,
caring about their development as a person.
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#5 My manager seems to care about me as
a person.
 Fish philosophy
What do you know about them, their families, their
lives?
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Are you really listening
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Are you scouting for their advancement
opportunities?
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Do you have their interests and goals at heart?
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Do they feel that they have a coach?
Retention, Productivity
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#6 There is someone at work who
encourages my development?
All of us have had someone in our life that saw
more in us than we saw in ourselves.
 Do you know their strengths and talents so that
you can match them to the right seat?
 Is the future of the company and it’s vision
clear to you?
 Do you see where they fit into the vision?
Retention, Productivity, Profit
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#7 My opinions seem to count at work.
Engage your team in finding solutions.
 Let the employee use his own style to
deliver the result or outcome you want.
 Gung Ho says, set the parameters of the
game and let the players do what they do
best.
 Set the right outcomes, not steps.
Productivity, Profit, Retention
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#8 The mission/purpose of my company
makes me feel that my job is important?
 Gung Ho
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Worthwhile work
We make the world a better place
Walk with purpose, we’re going somewhere
Retention, Profit, Productivity
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#9 Are my co-workers committed to doing
quality work?
 Is there a lack of quality or commitment by
other employees?
 Does the individual feel supported in their
efforts?
 Is training, discipline, or culling needed?
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Monday Morning Leadership, You owe it to the
team.
Customer service, retention, Profits, Productivity
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#10 I have a best friend at work.
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Do you pull the team together?
Do you have get-togethers?
Do you listen, engage?
Are you interested?
Are others aware of each others talents
and hobbies?
Productivity, Retention, Profit
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#11 In the last six months, I have talked to
someone about my progress at work.
 Formal reviews vs. constant feedback.
 Is the constant feedback leading him
forward?
 Each individual is just that.
 Formal review results should not be a
surprise.
Productivity, Retention
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#12 At work, I have the opportunities to learn
and grow.
 Providing courses and education.
 Do we enhance their lives by working
here?
 Is the company being progressive,
“Preserve the Core And! Stimulate
progress”.
 Are we scouting the horizon?
Productivity, Retention, Profit
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Value of the Survey
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The higher the score the greater the
engagement, the greater retention.
Easy to see how you or your managers or crew
leaders are doing.
If there is a consistent disagree trend like, In the
last 7 days, I have received recognition or praise
for my work? At 1 or 2 there is a need for
attention.
It shows your team members that you all care
Opportunity to reward your managers on
performance.
Does this not smack of Servant Leadership?
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The Conclusion of the matter
being…
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Yes we have seen a tremendous growth over the years
and we attribute a tremendous amount to a strong
culture of respect for both the customer and ourselves
but other factors are involved may be:
 the owner or manager must do things right, set the lead,
keep the focus, and work toward Level 5 leadership.
 you must hire right, motivate properly, care, love, and
respect, your most talented players.
 You must be cognizant of the fact that people can quit
their immediate supervisor easier than they can quit you,
you want to make sure that you have the right managers
in place that preserve the core.
 And you let values guide all your actions.
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The Result…
You can “Be the Best Company to Work
For!”
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What else I can do
 E-mail
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[email protected]
1 604 830 8801 cell.
1 604 944 1461 office
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