Keep your culture intact
Growth can create significant challenges, but keeping your culture
constant gives you something to believe in, even as things are changing.
“We say that our three P’s are our most important assets — our people, product and partners,” Addy says. “Those three P’s will change
and change again, but if you have developed a culture, it will endure
as the guiding light.”
Addy says you need to communicate often, in a consistent manner
and with the door open for questions to reinforce the culture. PECO
associates know what is going on through quarterly newsletters and
teleconferences where they have a chance to ask the management
team questions.
“It’s empowering for associates to realize that they have the knowledge and know that’s being communicated clearly to them by man-
agement and know the direction the company’s going,” he says.
Addy has created an environment where it’s OK for employees to
have conflict over issues and wants them to question why PECO is
doing things a certain way. He encourages this open discussion within the management team and employees
“We feel that by introducing conflict to the topics or issues we’re
discussing, we’re better able to understand those and see all the
angles, and then we’re going to make a better decision,” Addy says.
“Everyone brings different experiences and benefits to that discussion.”
Creating an environment like that requires a significant amount of
trust within your management team and associates. It doesn’t happen
overnight but is earned over a period of time by doing what you say
you are going to do.
PECO used this open-conflict method on a transaction last year. All
aspects were openly debated within the management team to reach
the best decision for the company.
During these discussions, Addy is actively soliciting information to
make sure all employees are involved. While everyone won’t speak
up, the open-conflict method provides an opportunity for employees
to do so if they want.
“The ultimate decision of whether they communicate, that’s up to
them, but again, we try to provide a fertile ground where they can
voice their opinions and they’re going to be heard,” he says.
Keeping your culture constant also requires that you live it. Addy
leads by example and reinforces the message from the top down. He
walks around, spending time with associates to get to know them
and find out any issues he may not be in tune with.
“You’ve got to put a little shoe leather into it, and then you’ve got to
be willing to, when that opportunity comes, you’ve got to jump in and
lead,” Addy says. “Sometimes you have to lead by example and sometimes by servant leadership, where you’re actually assisting in what
they’re trying to do. You’re going to build a bond there with your associates that’s strong.”
For example, last year, the single-tenant development plan was not
growing at the level expected, and it needed someone to turn it
around. Addy jumped in to help, and this provided him an opportunity to learn more about that process and the people involved in it.
He says you need to prioritize to know what tasks to jump in and
help with and which ones to leave alone and only offer advice. He
helps clarify the issue or problem, then tries to offer guidance to the
employee without solving the problem. He then moves out and lets
the team work toward a resolution. Addy says the team’s resolution
will be better than his because they are closer to the problem.
“I get in and then get out so that I do not become part of the problem or issue,” he says.
Living your culture lets employees know that it’s not just words
and you believe in it, too.
“It gives a tremendous amount of credibility if you believe it and
you’re living it and people can look at you and hear the words and see
it in action,” Addy says. “It comes to life for them.”
