How to Instill Behaviors that Support Your Corporate Strategy
By Marsha Lindquist
ever considered how your employees’ behaviors affect your
company’s overall success? If not, then perhaps you should. When you
ask employees what they think of the organization, you may get very
different views. But their individual views are tied to how they are
expected to behave and how they are actually behaving. Every behavior
in your organization affects the way your affiliate organizations and
customers think of you. When other people have a different view,
perhaps a negative one, that means you have excess movement going on
within your organization.
movement means too many people are doing tasks they should not be
doing. They’re fixing mistakes and making up for other people’s
lack of results. Essentially, they’re doing excess things that are
not part of operating in a streamlined fashion. When people are
constantly fixing other people’s work or redoing their own work,
they’re not supporting the corporate strategy.
you can create a culture that ties strategic actions to expected
results and that has no excess movement. In this environment, every
behavior is deliberately focused on satisfying the organization’s
goals and satisfying that person’s need for fulfillment. The way the
employees behave, the way they interact with each other, and the way
they go about their business enhance quality and communicate the right
example, imagine an organization in which behavior is an important
ingredient in how you work. Everyone is expected to treat others with
respect and provide them with information when they ask for it.
Behavior is held on a high level and exceptional work is expected
because it helps an organization grow and flourish. As a result,
everyone feels encouraged to strive for a little more.
this type of culture in your organization, use the following tips:
Maintain a “Number One” Mindset:
this culture starts from the CEO’s desire to be the best. With this
mindset, you don’t worry about encroachment by competitors; rather,
you think about ways you can continue to be number one.
you not worry about competitors, especially in this day and age?
Essentially, all businesses provide either a product or a service. If
you provide a service, and if you focus on delivering your very best,
then no one else in the marketplace can compare with you. You make
yourself stand out by your dedication to your clients. If you offer a
product, then you must find some other way to make yourself stand out.
Perhaps you focus on customer service, or the way you deliver your
product, or the way you package your product. This act of
differentiating yourself sets you apart from others so you’ll no
longer be a commodity. Customers will see you for the value you offer
and will buy from you for reasons other than the actual product.
having a “number one” mindset is not about comparing yourself to
others; it’s about focusing on yourself and the internal processes
and procedures that keep your entire company focused on the goal. With
this mindset, you not only believe and act like you’re the best, but
you treat employees as if they are also the best. Respect and trust
are the driving forces that permeate every relationship. Additionally,
cooperation and a willingness to share are evident on all levels, from
the CEO to the mail room clerk. When everyone models these behaviors,
then the number one mindset is easy to implement.
treat all your employees as if they are the best, competitive behavior
is no longer necessary. You create an open environment where everyone
is the top in their field. By eliminating competition, your employees
function and work together as a team. They don’t thwart other
people’s efforts, hide information, or work against each other in
any way. No one feels the need to compete to be the best because they
are all the best.
make it known to all your employees that competitive behaviors have no
place in your organization. When someone exhibits these behaviors,
then you need to put them back on track, or end their relationship
with your company. If someone behaves in a disrespectful manner, then
they aren’t working toward the organization’s goals.
behavior with the organizational strategy, you must expect people to
only deliver exceptional work and to come up with whatever they need
to come up with to achieve that. Creativity is commonplace, and even
mistakes are encouraged in this open-ended type of environment because
they lead to creativity.
employees perform at an exceptional level, reward their behavior.
Monetary rewards are not always necessary; you can also show
recognition by holding people up on a pedestal and giving them
company-wide recognition for delivering extra value. This will
encourage others to perform at this level as well.
Mix Up Talents:
your organization, you likely have people who you have identified as
Fast-Trackers—those who have great potential for success and who you
want to advance in the company. But before you simply promote someone,
have him or her learn other areas of the business by “trading”
jobs. This not only gives the fast-tracker a broader sense of what the
company does, but it also helps the person develop creativity, operate
out of his or her comfort zone, and know what others in the
organization are up against.
example, suppose you have a talented engineer in your company who
you’ve identified as someone who should move up in the organization.
Before putting that person in charge of decisions that could affect
other departments, have that engineer work in the marketing department
for six months to a year—exclusively, not just one or two days a
week. Then have the engineer spend the same amount of time in the
research and development department. Then have the engineer spend time
in another department. Make sure this engineer thoroughly understands
the needs and challenges of everyone in the organization.
that you’re not trying to turn this engineer into a marketing person
or a research and development person. You’re expecting that engineer
to get a broader perspective of the company so he or she can go on to
higher ranks in the company with that knowledge, insight, and
Keep Everyone On Track:
produce results or make progress towards company goals, immediately
reward people with feedback, money, awards, or any other means that
shows your appreciation and recognizes a job well done. As you give
the positive feedback, reiterate the goals and objectives and find out
what the person will do next to bring the company closer to those
objectives. The more positive feedback you give, the more you can ask
people to contribute.
Behavior for Success in the Future:
that ties behavior to the strategic goals of the organization can have
a powerful effect on your employees and your overall success. It
allows all your employees to combine their individual strengths and
experiences to solve problems, and they give extra effort to the
process. They don’t focus on any one person shining through; rather,
they focus on the end result and overall success of your organization.
use these strategies to instill this culture in your organization,
everyone will be more productive and happier at work. As a result,
people will interact better with each other and will no longer have to
bother higher executive with day-to-day problems. People will actually
want to come to work every day, and they’ll get more done than ever
before. When that happens, you’ll get the best reward of all: higher
profits, and employees who care.
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about Marsha Lindquist.
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