Normally you receive a bi-weekly post. There is an extra this month due to the March 15th edition of Fortune magazine. It is the annual 100 Best Companies to Work For in 2016 survey. To quote the article:
“Today, human capital is the most valuable capital in every company, no matter what industry it is in. That’s why our annual Best Companies to Work For list, now 19 years running, has become our most popular franchise. Companies fight to get on this list each year because they know it will help them attract the very best talent. Potential employees refer to the list year-round to line up their dream jobs. It drives change: The best workplaces get a little better each year in a race to the top.”
The vast majority of the readers of this blog are in healthcare and you may not immediately consider the information in this blog as pertinent or applicable since you work in a clinical setting. However, consider the following participants in this survey. They are noted by name and rank in the survey:
- Baptist Health South Florida – 25
- Southern Ohio Medical Center – 29
- St. Jude Children’s Research Hospital – 35
- Scripps Health – 42
- Texas Health Resources – 46
- OhioHealth – 68
- Encompas Home Health and Hospice – 69
- Children’s Healthcare of Atlanta – 78
- Atlantic Health System – 79
- Mayo Clinic – 86
- Wellstar Health System – 93
The clinical setting is a strong part of this survey. What you can learn from all participants, as a leader, is extremely applicable.
Some of the readers of this blog are C-suite members and are responsible for the culture of thousands. Some of you are leaders of five or six on a shift as a charge nurse and 150 as nurse managers. Whatever the size of culture you might lead, know that it is the micro-culture that motivates your employees. The micro-culture is what the employee experiences every day. The overall organization might have lofty and valuable values written in inspirational ways. That is necessary and laudable. It is fairly clear, however, that it does little to motivate for change unless those values are demonstrated daily by the front level leader of the small group. Here is what leaders from The Best Companies to Work For say about this. As you read, please consider their words and how they apply to what you will do with your people today and this week. Take some notes on action items you can do to put the ideas below into action by writing down names out to the side of this list, otherwise it will just be an academic exercise!
“If you focus on engagement, productivity is one of the many fruits that will come, including better quality, better financial management, and other business goals. At Children’s, we believe that people have chosen professions they enjoy and desire to be great at them. Our job is to get out of the way and let them focus on the work they love.” CEO – Children’s Healthcare of Atlanta
“We use a team-based engagement model in which staff from diverse roles come together to make improvements in safety, quality, and cost management within their work units. These efforts add up to better care for our patients – and higher levels of staff engagement” – President and CEO – The Mayo Clinic
“We encourage our people to reframe and elevate the meaning and purpose of their work and give them the opportunity to share how their work makes an impact.” Chairman and CEO – KPMG
“Many of the things that make our team special can’t be trained or taught. While experience and skills are important to consider, we look for candidates with the right cultural fit for our company. We utilize our interview process to help determine how candidates reflect and exhibit our values, vision, and purpose so that there’s a successful fit for both parties. We work hard to ensure we have the right person in the right seat on the right bus…and then it’s a win for everyone.” CEO – David Weekly Homes
“We actually work with trust rather than control. That rooted in simplicity and our leveling of society in Sweden. We don’t talk about taking a risk on a person. We talk about trusting this person. That to me is not semantics. It’s a very meaningful difference” Country manager and US head of human resources – IKEA
“We spend a lot of time listening to team members through townhall meetings, roundtables, and surveys, and we are very good at following up on the feedback we receive. The is nothing worse for employee engagement than asking for feedback and then ignoring it. “ CEO Credit Acceptance
“The worst thing a company can do is to try to force a change in culture. Many executives think that culture is something they can just change with policies or events, when in reality the culture of a company is not something pushed from the top down. It is the collective result of the personalities, the passion, the results, and the trust that the folks of the company bring in every day. You impact that by hiring the right people, allowing them to be themselves, reinforcing the positive things they are doing, and creating an environment that doesn’t try to force them into being something they are not”. CEO – Veterans United.
“To improve its culture, a company must first define its purpose: why does it exist and what greater good does it serve? Then it must make sure that ll of its people can see themselves in that purpose: How can they make a difference every day by living that purpose and making it real? And then- this is the key – leaders must highlight the importance of the company’s culture and celebrate great examples that demonstrate the strength and advantage of the culture. In these ways, a company’s culture will evolve and strengthen, but its purpose will never change.” Chairman and Senior Partner – EY
“We’re looking for people with integrity and intellectual curiosity, who like to collaborate and who have a strong sense of client service. When we speak about diversity, we’re not only talking about race, nationality, and orientation – although diversity in those areas is vital – but we are also talking about diversity in the broadest sense, meaning of educational backgrounds and life experiences too. Attracting the most diverse talent allows us to mirror the diversity of our clients and the global market-place in which we operate.” Chairman and CEO – Goldman Sachs
“A healthy culture is about taking care of one another, sharing in successes, and building trusting relationships. Leadership plays a vital role in championing these efforts throughout the organization, and we do all we can do to make sure our leaders cast a shadow that reflects our values. Achieving business results and preserving the organization’s culture are not mutually exclusive objectives and we focus on seamlessly integrating the two in every thing we do.” President and CEO – JM Family Enterprises
We know that associates who are fully engaged in their jobs take significantly greater accountability for business results…We listen to our associates and do our best to continually make their jobs better… CEO – Build-A Bear Workshop
So, what have you highlighted? What resonates? Where are your gaps? If you have time, read the entire section in Fortune. The background and depth of information are certainly worth the read.
Nothing progresses without intentional action.