5 Elements to a Culture That Works

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Culture June 26, 2018

5 Elements to a Culture That Works

Jason Richmond
Jason is passionate about helping large companies embrace outstanding culture. He engages with clients by sharing his passion for learning and instilling a sense of leadership and confidence with everyone.

By now, most companies understand that a healthy organizational culture—while important—isn’t something that happens overnight. In most cases it takes strategy, dedication and a set of agreed upon values that the leadership team vows to uphold and practice as they lead the others in the direction they wish to go. That being said, there are time-tested actions that companies can start implementing that allow both the employees—and the clients or customers they serve—to feel the changes that are taking place. And these are the types of changes you want people to feel:

Consistent Messaging

Holly Kleiman, Senior Vice President and Benefits Consultant at USI Insurance Services, says that the start to a healthy culture is one with consistent messaging for all audiences. “Your branding, the materials you use, the training—it all needs to be consistent. This allows your employees to know what you expect and your clients to feel it in every day interactions.”

Providing Expertise

For companies in competitive industries such as USI Insurance, it’s important to step into the space with expertise and confidence—a mindset that has helped USI to continuously achieve more over time. Armed with the proper experience and training, Kleiman suggests that their ownership as experts helps them to truly make a difference in the lives of their clients who deserve nothing but the best. “We’re not selling widgets, these are lives that we are insuring—and these businesses need our expertise.”

Preparing Your People

While part of their expertise is cultivated over time with experience, it’s worth noting that the continuous education and preparedness expected at USI has contributed as well. “Our culture understands that to serve our clients best—and certainly to close new ones—we always have to be prepared. We do research on potential clients before meetings because in our opinion you should never ask a question you should already know the answer to.”

Connection and Value

One of the core concepts of USI’s culture is their appreciation that both the employees and customers should feel valued as often as possible. Connections—and the lack thereof—have the ability to turn away even the best employees if they feel that their work, energy and time is not valuable to their employers.

Additionally, Kleiman adds that the value and connection felt by their current or future clients is a key proponent to what keeps their business growing. “Our leadership team knows how important it is to establish connections with clients and prospects; if they can’t be present in the meeting, they will still take the time to send a personal message or record a video as part of the presentation. It helps keep the faith with current clients while securing new business at the same time. At the end of the day it’s a simple concept: everyone wants to feel valued.”

Inspiring Growth

Finally, it’s imperative for CEO’s that want and expect more from their employees to help be the catalyst for that success. By inspiring growth in team members, both personally and professionally, employees again feel valued and connected, making it easier for them to go above and beyond on a daily basis. While there are a number of ways to inspire employees to push their own limits, more and more companies are implementing mentorship programs that allow senior leaders to take on the role of guiding the budding employees.

Other ways to inspire growth are:

  • Continued Trainings
  • Sponsored Seminars and Conferences
  • Bonuses For Achievements and Certifications
  • Community Volunteer Opportunities