Hold people accountable.
When
the senior managers hold themselves accountable to it, in their
own talk and how they conduct
themselves, acting and behaving
according to the guiding principles of the culture, all of a sudden people see that this is serious, and they hold themselves
accountable to it.
The managers of different
departments are responsible for
spending time with the employees and talking about it and
going over the pieces of the culture, and then they’re held
accountable to that. We have a
formal book that they would
keep track of that in. It’s called
the commitment journal.
The commitment journal is
broken down by week —
here’s the guiding principle
that we’re working on this
week, here’s the general meaning of it, write down something over the course of the
last week that you’ve done
that reflects this guiding principle, and the manager will be
sitting there and say, ‘Let’s
share and talk about it.’
Everybody in the company
does it.
It’s a great tool. There are
times you’ll go to make a decision and someone will say, ‘I
don’t think that reflects what
we actually are.’ It causes you
take that step back and say,
‘You know, you’re right,’ and
we’re to be held accountable
to it, too, and you make your
decisions according to it.
You don’t cram it down people’s throat, but at the end of
the day, you have goals you
have to meet and you have
stuff that has to be done. If
they see that you’re living it
and this is really who you are,
it’s a good culture. When they
see that the company that has
acquired them does live it,
they get behind it.
HOW TO REACH: Alexander Gallo Holdings LLC, (866) 342-2012 or www.alexander-galloholdings.com
