Without being paternalistic, there is a similarity between raising your children and getting your employees to buy into your goals and philosophy and work with you in the way you want to run your company.
Like your children, your employees will all have their own personality and ambitions, behaviors and attitudes but to successfully form either a team or a family, you need some shared values that all buy into. If you can have your children buy into the fact their brains need enough rest to become successful, you won’t have to police the bedtime day to day. If you have them buy into what is right and wrong in this world, you won’t have to trace their internet behavior as much.
In a similar way you need to ensure that employees buy into the company’s goals values and culture.
Not all buying into the company’s belief system and culture means that some won’t cooperate as successful as you would like and you will have to correct, adjust, intervene and change the behavior before it causes confusion with the others. We are not talking about all employees drinking the proverbial “kool aid” but rather all employees understanding clearly what the goals of the company are and in what way you want to achieve them. Everyone is responsible for their part in making it happen and you can’t work with someone who either does not buy into it or is confused about it.
It starts with recruitment. Focus in your recruitment efforts on finding out if your prospects would be able to buy into your company’s culture. Yes you do want diversity of thought to take the opportunities provided by critical and creative thinking but you need to balance it with uprooting the basics of the organization.
Think of a clear example in a company that produces organic food. Yes the non organic food will be cheaper and easier to produce and market but that’s not who you are as a company and if you have employees not buying into putting in the extra efforts to produce and market organic food, you need to change them out for those that can fully support the companies philosophy.
If it is your company’s culture to look forward, share information and report mistakes as soon as possible to learn from it and correct it speedily, you can’t have some that won’t share information or point fingers to apportion blame. That is counter to what you try to achieve and they should either change their attitude or their career choice.
To create and maintain this strong company culture and keep the focus on the companies goals, you need to over communicate it. Not just the occasional newsletter or email but really connecting with people to inspire them to do the same with the groups they are responsible for. You will need to hold people accountable for the steps they take that are not in line with the company’s culture. These things do not have a direct correlation with commercial success. One of your key sales people may not have the right approach in how you want your clientele to know your company and so even if she or he is a great sales person, you may need to change them for someone who is equally capable but works in the way you want to run the company.
Building this accountability in from day one will serve your company well over the years and when executed well can survive scaling of the company to huge sizes.