Eric Jacobson

Posts Tagged ‘Company Culture’

Seven Elements Of A Good Culture

In Company Culture, Corporate Culture, Eric Jacobson On Leadership on July 25, 2015 at 6:22 am

You’ll learn a lot about marketing from the new book, Does it Work?, by Shane Atchison and Jason Burby. Most important, you’ll discover their 10 principles for getting digital marketing right.

What also really caught my attention was the book’s discussion about the elements of good culture. Culture created from as high up in the organization as possible. A culture particularly well suited for digital.

Those seven elements are:

  1. Stay Flexible –  create a continuous learning environment with flexibility and a certain disdain for roles.
  2. Hire Learners – individuals who are curious and willing to learn on their own.
  3. Empower People to Share – cultivate an environment where people feel comfortable bringing up bold ideas and are encouraged to speak up.
  4. Encourage Thinking Outside Roles – to help you capture every perspective from all your team members.
  5. Make Sure Problems Come with Solutions – don’t just point out what’s wrong. Find solutions.
  6. Make it OK to Fail – failure promotes learning, and the faster you can fail, the better. If you don’t accept failure you make it difficult to shift gears and come up with new ideas that work.
  7. Foster a Culture of Achievement – make it easy for employees to know they’ve made a difference through proof of measurable results.

Building An Effective Company Culture

In Company Culture on March 4, 2015 at 8:26 pm

Teamwork Eric Jacobson Leadership

Fortunately, most of my career I’ve worked in effective company cultures. If I put together the best of each, here is what made those environments effective:

• Leaders led by example on a consistent basis and were willing to roll up their sleeves, particularly during tight deadlines or challenging times.

• Employees clearly understood how what they did made a difference and how their contributions made the organization either more profitable or more effective.

• The workforce included a blend of long-term employees with a rich company, product/service and customer history, employees who had been at the company for five to seven years, and then new hires with a fresh perspective and keen sense of new technologies and techniques. That blend worked best when the mix included virtually all A-players.

• Top managers had a clear, realistic and strategic vision for how the company would grow and compete in the marketplace.

• Employees were challenged and rewarded through growth opportunities, education and training and pay increases.

• Leaders provided opportunities for the company and its employees to give back to the community. Sometimes it was through company organized volunteer projects. Other times it was by encouraging (and rewarding) employees to volunteer on their own.

• A group of employees served on an activities committee with as little top management influence as possible, to plan at least monthly team-building, networking, education and charitable activities. This grass-roots approach helped ensure that the culture was shaped and influenced by employees and not only by top management. In this way, employees owned the culture as much as the management did.

Three Keys To Great Customer Service

In Company Culture, Customer Service, Employee Engagement, Employee Satisfaction, General Leadership Skills, Leadership, Leadership Skills, Management, Motivating Employees, Team Building on February 9, 2011 at 8:00 am

United‘s Vice President for HR-Employee Relations, Donna Towle, says that if co-workers relate to one another within a company culture that fosters:

  • Trust
  • Pride
  • Camaraderie

…then great customer service falls into place.

Equally important for United is listening to its frontline employees.  Towle, in an interview featured in the airline’s in-flight magazine, says there can’t be a disconnect between management and the frontlines.

To ensure two-communication is taking place, United:

  • Dispatches teams to act as impartial liaisons between leadership and frontline co-workers to ensure that employees have someone in management they can speak to who is neutral and unbiased.

Towle also works with United’s leadership team to help ensure that:

  • Management delivers on promises
  • Shows appreciation for good work and for extra effort
  • Seeks and responds to suggestions and ideas
  • Shows interest in employees as human beings
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