Cultivate a Stronger
Culture
I enjoy writing stories about what makes
successful companies tick. As an industry magazine that aims to educate and
invigorate printing pros, Print Solutions is responsible for figuring out the
why behind the what: Why is this company growing faster than average? Why is
that firm gaining major accounts when many of its competitors aren't? Answers to
such questions are exciting to uncover and a pleasure to publish.
During my six years with the magazine,
I've taken the pulse of dozens of impressive firms. Each grew its own way, but
there's a constant among them: Their capabilities are like fine clothes and
matching accessories that end users admire. Strip those capabilities away, and
you're left with the soul of a company: its culture. The healthiest firms
understand that having great people is more significant than selling great
stuff. Some team-building gurus call this "human investment." I call it
uncommon: Most times I ask a business leader to describe the pulse of his
company, he'll start by saying, "Well, we offer forms, promotional
products...."
It's easy to become so mired in daily
business--send a job to a manufacturer, check email, call on a hot
prospect--that we ignore abstract concepts such as culture. But consider this:
How much better would your working life be if your company's internal
communication was excellent and your supportive co-workers understood and aimed
for shared goals? That question might sound like the beginning of a cheesy
after-school special, but some fast-growing firms actually operate like
that.
One such company is Webb/Mason, a
distributorship founded in 1989 and based in Hunt Valley, Md. In the past seven
years, the company has grown its annual sales by an average rate of 24 percent.
In 1996, Webb/Mason operated three sales offices. Today, it's a $60 million
company that operates 11 of them and sells to numerous national accounts,
including AOL and XM Satellite Radio Inc. Eighteen of the firm's 26 account
executives bill clients more than $1 million a year.
To understand why Webb/Mason is
thriving, you have to know about its technology—it constantly updates its
proprietary e-commerce system called Enterprise Print Management Online. But
just as important, you have to know about its personality—the good-natured
joking and team-first culture its leaders embody. (Turn to "A Fraternity of
Winners" on page 38.)
If you feel your company's culture could
improve, consider these tips:
* Create a short, specific vision
statement. Integrate it into your recruitment and orientation programs, internal
communications, and training and development programs. Ask yourself: "Can every
member of my team explain the company's vision in his own words?"
* Hold 360-degree reviews. Staff can
critique managers, citing ways both sides can improve communication and achieve
goals.
* Recognize achievements publicly. In
front of your team, celebrate specific people and deeds that embody your
company's mission.
* Organize regular social events with
cross-departmental teams in charge. Fun improves morale.
Your company's personality is up to you
and the people you work with. Just keep in mind that the people you work
for—the end users who put faith in your solutions—have the most important
opinions about what makes your company tick.
Darin Painter
Managing Editor
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