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Building A Strong Corporate Culture
By www.perfumes-mall.com

We talked before about the Five Simple Starting Points for creating the greatest customer experience ever:

1) Focus inside out; look at your business the way a customer does,

2) Listen actively,

3) Measure everything from the customer's perspective,

4) Maximum joy is your new goal; and,

5) Improve constantly.

Experiencing outstanding leaders like Harvey Golub, Ken Chenault, Al Kelly, Gordon Smith, and dozens of others at American Express who were broadly communicative, fearlessly innovative, strategic visionaries, tough-minded, but humane; one could almost begin to believe these individuals were the norm for business leaders.

Not even close. Leaders like these are so far above the norm for most companies that this leadership vacuum should be a national crisis. For us to achieve the greatest customer experience ever and promulgate maximum joy across our customers there has to be a foundation of job satisfaction across the employees.

Unfortunately many companies are covered with grungy layers of toxic mold, internal competition, rampant sexism, petty jealously and internal game playing. You can tell these companies instantly by the stories people tell about their Chairman.

At one company the employee orientation consisted of the HR staff warning you that if you're ever caught on the executive floor without your company flag proudly displayed on your lapel the Chairman will fire you on the spot. "You can always tell if he's coming down the hall because you can smell his cologne about 10 seconds before you see him. If you're not wearing your pin, duck into a cubicle and hide." Now, the next time this self-important gentleman stands in front of an employee meeting and declares "we're proud of our one flag commitment" you can't help but wonder if someone should explain to him why everyone is smirking.

If the Chairman inspires cynicism you may have a toxic culture.

Another symptom of a toxic culture is the focus on symbolic trivia. At this same company no one was allowed to close their doors during meetings because the Chairman believed in an "open door" policy. Now this didn't mean that the Chairman communicated openly and honestly with the employees, or the customers, what it meant was that the Chairman believed that anyone

talking behind closed doors was probably talking about him. The Chairman once fired one of his top performing business unit managers because he heard that this manager told a joke in a meeting; a joke in which the Chairman was the butt. Given that you could be fired for telling a joke or closing a door during a meeting the company cultivated close knit very small meetings because you could whisper and be heard only in small groups.

If no one can laugh about the Chairman's mistakes, or their own, you may have a toxic culture.

At one company the President of a major business unit requested the installation of a door between his office and the adjoining conference room; a private entrance if you will. The request was denied because of the excessive costs associated with this seemingly small change. The President then used a chair to smash a hole in the wall to help reduce the initial demolition costs. Despite this low-cost start on the renovation the company sent in their maintenance staff over the weekend, replaced the dry wall, and repainted the damage, good as new.

If the President of your company renovates his office with a broken chair (some argue that it wasn't a broken chair until sometime into the renovation), you may have a toxic culture.

Work environments, if not managed carefully, can become bastions of petty cruelty where the exercise of power, however impotent, becomes the chief source of self-satisfaction for the sociopaths who wheedle their hold onto the reins.

Toxic cultures and healthy cultures look very similar from a distance. It is critically important that a company have the right internal measures in place to determine whether its leadership ranks are actually developing people or simply sticking pins into subordinates. Without a healthy culture it is impossible to create an extraordinary customer experience.

Well-organized leadership development (and assessment) programs, broad-based confidential employee surveys, 360° feedback programs are all well understood tools for diagnosing and, eventually, correcting a toxic culture. In the short term, though, your best bet may be a well-written resume. Life is too short to work in a toxic culture for long. Unless you're the type who enjoys beating your head against a well-worn wall, you may want to seek employment at those companies that actually deliver a great customer experience-chances are they're also delivering a great employee experience as well.

Steven Grant is a former customer service executive from American Express with over 25 years devoted in Fortune 500 companies analyzing, improving and delivering on enhanced customer experiences. Share your experiences and suggestions on improving the customer experience at http://www.customerresearchcenter.com or email Mr. Grant at scgrant@customerresearchcenter.com

Copyright (c) 2007 Lotus Pond Media

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