Who Does Culture Well?
In 2015, a CEO in Canada asked me that question over dinner after a leadership workshop. We had been talking about the steps in building a desired culture. To create a little context, I told a story from back in the day.
There was a speaker at a conference who asked the audience a question, “Who is the best at customer service?” Many answers were thrown out until one stood out above the rest…Nordstrom. The speaker asked the audience, “How many of you think Nordstrom’s has great customer service?” Nearly all the hands were raised. The speaker said, “Keep your hands up if you have actually been in a Nordstrom’s store.” More than half the hands went down.
I have heard this shared repeatedly and often wondered if it was the truth or merely an urban legend to prove a point. Either way, our excellent customer service experience tells a story of culture. We have all heard stories about businesses that get it right. We even have our favorites. Amazon. Starbucks. Southwest. And yes, Nordstrom. Whether it is our experience or someone else’s shared story, culture is a byproduct of behavioral choice; those choices create an experience, and the expertise influences a reputation. And the reputation can very well precede any subsequent experiences.
What is “it” That Makes a Good Experience?
If you are a customer, it could be many things. It is the widget. It is the products and services we want or need. Also, it could be the vision or backstory of the business we like. We like their cause and who they are as a company. They stand out in the marketplace or the community very compellingly. Maybe it is the people we like—their personality, energy, and enthusiasm. The team is well-trained and expert at what they do. They legitimately care about every person. Or it is the way they conduct the business. The process. It is like clockwork, and the consistency is seamless. We know that when we show up, everything flows.
Let us be real: culture can be the feeling we get, and we like that feeling. When all those things collide, the result…it feels right. It is the experience: the products, the vibe, the people, the systems, the interaction. If broken apart and viewed only as parts…each have a place. They are all important. It is the sum of all parts. For the customer.
Culture is a Result.
As it pertains to the company, one of my peers shared a perspective that really hits home. “Culture is the sum equation of what you promote and what you permit.” This suggests it is still a matter of choice. In fact, all the things that the customer likes in their experience are all guided by the efforts of managers and leaders to make them happen through the efforts of their teams.
All the things that the customer needs, wants, or desires are influenced by how the business supports and directs the behaviors to make it all happen. So then, culture is an output. Good or bad, companies create and external experience (for the customer) and internal experience (for the team member) by what they inspire and what they allow.
Genuine Experiences are Remembered and Shared.
It is pretty simple. If it is a good experience, we remember it. If it is bad, we tell everyone. Yes, in retail as in life, our reputation proceeds us. We are all advocates in one way or another. We celebrate and forewarn. Culture is something we can see, hear, feel, and store way in our memory.
So, who does culture well? It depends. I’ll leave that up to you.
If You Are Interested, Consider Some of the Following Questions.
- First off, how do you define “culture”? What about “good culture” or “bad culture”?
- What is the story circulating about your company and the customer experience it provides?
- How are the people around you taught the culture?
- How do people demonstrate the culture where you work?
- Do the people around you believe in the culture, especially what, why, how, and to what extent?
- What systems are in place to reinforce the culture?
- What is promoted and what is permitted, and how does it all get managed?
