After almost ten years in a high profile role in a major corporation I am convinced there is a significant contributing factor that delineates a highly successful business from a mediocre one and that factor my friends is the knowledge of the cleaner.
Most companies have a mission statement and a vision. It is generally conveyed to staff at a strategy meeting. Often it is sent to all staff in a nice glossy brochure or, as in one case I saw, put on the back of a beer coaster of which supplies were given to the staff. The fact is many businesses spend a great deal of time and money and then miss the whole point.
If you or I can walk into any business and find the cleaner and ask him or her what the mission and values of that business are and how their job contributes to those values we have found a truly awesome company.
I learned that conveying the message to the most junior of staff and having them understand how their job contributes to the greater whole is a key contributing factor to doubling the success of the business overall. However, there is a second part to this strategy. Don’t just do it once. I have seen dozens of companies pour money into the void of management retreats, glossy brochures, and mission statements in gold frames – not to mention the beer coasters. If you, as the owner of a business, are not living and reinforcing the values and mission of your company on a regular basis (weekly is good) then you are running the risk of the message not being lived and carried out by your staff.
So how do you go about this? The retreats, t- shirts, screen savers and all the rest are good ideas, but firstly you must meet with all staff and let them know what your values are and how they can live them and contribute to them through their role in the company. Then you must put some incentives in place to ensure people are rewarded for living the values. This could be as little as an employee of the month award, a chocolate bar or even just a mention in the company magazine. There are many ways to recognise staff without spending the GDP of a small nation in doing so.
Every month for at least six months, and then at least quarterly thereafter, you need to have organised departmental meetings regarding your mission and values and how the business relates to them. Be careful not to fall into the trap of thinking everyone knows what you stand for and understands how they contribute to the success of the organization. This is not a process that is like an injection – do it once and your covered. This is a regular treatment. If you are a small business, even just a one person operation, relate your mission to clients, a virtual board, suppliers and other stake holders. At the very least it will help you stick to your core values.
In the early 1970’s global giant Johnson & Johnson recalled tens of millions of dollars of product because the quality conflicted with their mission. The cost was incredible. However, the feedback and the press coverage from their decision led them to a period of unprecedented growth that resulted in an exponential return on their decision. It always pays to hold to your core values and to live your mission statement.
Review your mission and values today. Establish a program to ensure that everyone in your organization, right down to the cleaners, are constantly aware of how they add value to the company and then support them, recognise and reward the support they give you in return and then watch your profits grow.
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This is an excellant input, when each employee is taken into confidence and communicated the
philosophy of the company, and when they see reason and straightforwardness in it they get quite
involved and give it their best. Clients observe the committment of employees, which also builds
their confidence to work with you.