Shocking Your Corporate Culture
There are many times when a change in culture, either at a corporate or local level, needs to be accomplished. You hire an effective manager (from a different company) and expect them to come in and totally change it, overnight. But, there is no quick fix for anything in the corporate world, whether at the corporate or local level.
The experiences I’ve had in the corporate world, working within the restrictive framework of a corporate ‘giant’, was never a good fit for me. I’ve had my greatest successes with smaller local/regional companies. However, if you look at this closely and begin using your own experiences and knowledge of the company, for your own situation you will be able to change the culture nearly instantaneously (which means within the 1st year, if you make it that long)!
You may think that it is an impossible task after what I’ve already said, but I assure you that it will work! As with everything I teach, train, and talk about you have to take your own situation and tweak the way you start it rolling by the individual situation.
Some cultures can be transformed simply by bringing in a new Branch Manager or Regional VP. Others can be brought in and have not a clue what the issues are, especially if they are from a different region of the country i.e. New York City to Oxford Mississippi.
And I will be the first to admit that I haven’t done this very often on a large scale. Usually it’s been done on a smaller security post with less than 10 people. And I will also admit that I don’t really fit the ‘corporate image’ since I follow that business book ‘it ain’t broke, then break it’. Not many corporate people don’t like attitude!
The culture in your company/security post may be rotten to the core and you know it by an array of things that are occurring on a continual basis. Turnover, mistakes, no reports, forgetting to change the disk for the CCTV, attendance problems, and a myriad of other issues. So you know what the symptoms are, now you have to find the original issue. And that is probably the hardest part of all of this.
You will have to spend days, weeks, or in some cases even months or better to figure out the main issue that is causing the problems. To do this you can employ the method (I prefer) to talk to everyone and take careful notes of what they say and when they say it. I am a great believer in consultants in many cases, but in this case the boss needs to be out there talking and asking the questions. It doesn’t matter where the questions come from, just that the boss know their people.
And in addition to taking copious notes on what’s said, there are a couple of other things that need to be watched. Are they nervous or have anxiety? What’s their body language? Are they being overly calm? You have to pick up on the little subtle things to finally figure out what’s wrong.
This is where the shock comes in. You can call it whatever you wish. But I will guarantee you that this will work;
A couple of decades ago, I had a very large account. It had its own Account Manager, 30 buildings, 20 supervisors, and well over a hundred officers. The main issue I faced was turnover, 400% per year. The root cause of the turnover? The supervisors were over-bearing, arrogant, & (in the current vernacular) bullying their officers. So the solution was fairly simple. I offered a proposal and it was accepted. An ultimatum to the supervisors. Get better or else you’re gone. Simple as that. No dancing around the issue, no pleasantries.
In 30 days the officers gave their evaluation of their supervisors. It was kind of surprising how quickly the supervisors shaped up an came into line with being good supervisors/managers! The officers rated them on the same scale and framework that the supervisors graded the officers on.
The results were not bad in my opinion. We lost about half the supervisors within 6 months because they couldn’t maintain the change or didn’t want to. We also terminated about 30 officers in the same amount of time Even the Account Manager was faced with termination, and he eventually left on his own accord..
Was this a shock to the corporate/post culture? Of course it was. Supervises/managers were not normally called out and issued such ultimatums within the security field. Will this approach work today? Yes it will (I guarantee it!), and sometimes there is no choice, especially as a contract company if you want to keep the account.
Robert D. Sollars is a recognized expert on workplace violence prevention and other security issues. With numerous interviews, blogs, articles, and 2 books he has proven himself in the security arena for more than 31 years, and 23 studying workplace violence issues.
His latest book ‘one is too Many: Recognizing & Preventing Workplace violence is available for numerous e-book formats. It helps all organizations to reduce their risk and limit their liability of an incident. And it does this by breaking the rules in several ways, as well as following conventional wisdom in others.
He utilizes his years of field knowledge to give real life examples of incidents pulled from both his own experiences and the news headlines. Contact him at 480-251-5197 or Visit his Facebook page http://www.facebook.com/oneistoomany, Here you will see and read about other items related to WPV/SV as well as incidents you may not have heard or thought about.