WORKFORCE DEVELOPMENT
Making Culture Your Competitive Edge
By Sara Wildberger Y
ou could call Pam Jones a “culture coach.” Currently, she is a consultant, coach, and principal at Crescendo,
LLC, where she helps individuals, organi- zations, and teams heighten performance through leveraging internal communications strategies, corporate culture, and organiza- tional development initiatives to produce tangible results. In her more than 20 years with Marriott International, for instance, she helped keep brands, programs, and culture strong across more than 70 countries. In a recent conversation with Senior Living Executive, she shares insights on how workplace culture can serve as a competitive advantage in the senior living field. Here are five concepts to start putting into play.
Culture can give you a keen competitive edge. “We know that a strong culture really helps drive productivity and performance. To me, organizational culture is like the DNA. It begins with a clear vision for the organiza- tion—what they want to do and be, their mission, what they want to provide to society. The key to an employee-first culture is not just making employees happy, but also en- gaging them. The next logical piece is: What are the behaviors and environment by which we’re going to achieve our vision and deliver our mission? It’s a mindset—it includes trust, respect, accountability, collaboration, and innovation.”
Culture starts at the top. “It’s how we work together, regardless of our positions in the organization—so ev- erybody is rowing in one direction. The most senior leader, the executive leadership team, all of those positions in the pyramid of the organization—you’re modeling the behaviors, you’re walking the talk. Because everyone at the top is being tested: Are we
just putting the words out there, or are we living our beliefs? When you’re in an en- vironment that is clear in its purpose and built on trust and respect, you’re far more willing to be innovative, to take a bit more risk. Whether you’re a part-time worker do- ing eight hours a week or you’re at the top doing 80 hours, all have the opportunity to exemplify and convey what that culture is.”
Broaden your concept of internal communications. You don’t have to wait for the annual newslet- ter, Jones says. Internal communication can mean any recognition and celebration of staff and resident achievements and milestones, or a quick reinforcement of the organizational vision before a shift begins. It includes com- municating not only among employees, but with residents’ families and visitors. It can even be as simple as exchanging hellos in the hall, Jones reminds. It’s creating a sense of warmth and belonging for everyone. Because communication in the senior living environment is on so many levels and among so many different people—medical workers, housekeepers, families, administrators, and more—make messages clear, concise, and resonant, so they’ll be effective. “It doesn’t hurt to have a little fun with it,” Jones adds. “Keep it fresh, and keep everyone involved.”
Showcase your culture. This is where senior living has a tremen- dous opportunity, Jones says, because its inherent meaningfulness appeals to many, particularly millennials. But values matter to nearly all potential employees—in some- times surprising ways. For instance, some organizations get stuck on the perceived obstacle that company culture must match up precisely with the values of employees and potential hires. In the end, whether your corporate social responsibility program
Change Agent Profile
Pam Jones Consultant, Coach and Principal at Crescendo, LLC
supports education or the environment mat- ters less than the fact that your program is strong and energetic. Other sometimes overlooked opportunities to showcase cul- ture include communicating the great ca- reer development and mobility offered by your organization, or that you give a day off to do volunteer work, or that you support continuing education.
If your culture needs a change, start fresh. If you’re not getting the kind of productiv- ity and innovation you’re looking for, you may need to look at your culture, Jones says. And then come the hard questions—and the hard work of change. “You don’t go in and do some tweaks here and there,” Jones says. “You start from a blank piece of paper, and you say: how clear are we on our mis- sion and vision?” Often, organizations might simply “start a campaign where we’re going to call March something-or-other month, thinking that will kick-start culture. But it’s not about a new slogan that goes up in the employee break room. It’s about senior leadership investing their time and energy—building the align- ment, the shared vision, ensuring the pro- grams and processes are aligned to support its mission, looking at the competition to see what they’re doing, looking to see if you’re missing out on a competitive advantage.”
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