In today's hectic world, with challenges coming for business leaders from all directions, it becomes pivotal to sharpen their vision on how to build and maintain a positive company culture. This month's question comes from Jerry Raynor, a senior manager at Deloitte who lives and breathes cultural initiatives, putting his employees and internal customers first when creating the best experience for his end clients. Creates and engages in activities that involve their workforce in their local communities to achieve maximum impact, benefiting employees, company culture, and the communities they serve.
In order to know how to find solutions, we must first identify the problems. Jerry asked a great question related to this goal: “What are the biggest challenges companies face in building and maintaining a positive culture?” I will outline what I consider to be some of the biggest challenges (regardless of industry), and invite you to submit any additional thoughts and ideas about other challenges you may face. (Please send your ideas to [email protected])
In the ever-evolving restaurant landscape, the importance of cultivating a strong, positive company culture, one that is uniquely identified with your restaurant and hospitality brand, cannot be overstated. In an article last month, Open culture icon for restaurant brands, It is important to start with vision and commitment from the top. We will start with leadership as one of the most important challenges facing us Build and maintain a positive culture.
Wise leadership
One of the main challenges companies face is the absence of strong leadership around a unified and compelling vision. Leaders play a pivotal role in shaping organizational culture, but when they focus solely on end results rather than fostering an environment of trust, respect, and collaboration, culture suffers. This is why it cannot be stressed enough that it is one of the first key organizational elements that must be (re)addressed when wanting to build a positive, sustainable company culture, regardless of the number of locations or concepts a restaurant group has, or even the industry in which it operates. Here, the core values, vision and mission must be aligned by all leadership.
If you haven't re-evaluated these since the pandemic, I urge you to take the time to do so, and be sure to incorporate prioritizing employee experience (EX) as you step into the present and future of what it will take to become an employee. Leading a successful business.
I suggest that you hire the “right” people for your company based on these aligned values, not just a sense of connection, experiences, and resume. When leaders truly care about their team members and see them as whole people – when they care about each individual's personal and professional success, ask and He hears Their employees' input, support – they will be better placed to create a vision that inspires and resonates with everyone in the organization.
communication
While it seems logical, e.gEffective communication is not always common practice. Effective communication is the lifeblood of any successful organization, however, many companies suffer from a breakdown in communication, leading to misunderstandings, low morale, and disconnection from their employees at best. Why at best? This would be terrible! Because the restaurant would be lucky if its employees, in one way or another, felt unheard, had low morale, and were isolated, and its customers didn't feel that resentment. None of these things have been productive in creating a cohesive environment of happy team members willing to support each other to serve your customers with a smile, no matter what that entails.
Clear and regular communication avoids feelings of confusion, lack of direction, and apathy. Leaders must actively listen to “hear” employee feedback, address concerns immediately, and provide regular updates on company goals and initiatives. Prioritizing clear, transparent and honest communication flows that create a two-way relationship between leadership/management and employees is most productive. By doing so, companies foster a culture of trust and transparency, which ultimately enhances the employee experience and, in turn, the customer experience.
What every person wants most, regardless of their role in the organization, is to feel seen, heard, and important. We all want to feel important, that we matter, and that we contribute to the greater good of the common interests of the company we want to be proud to work for. Help your employees do this by providing great systems for multiple communication channels.
Workplace diversity and inclusion
Embracing diversity and fostering an inclusive work environment is not only a moral imperative, it is also a strategic advantage for companies. one of The beautiful parts of the hospitality industry are its wonderful tapestry of diversity, adding richness to everyone's experiences. Just as we all come from different backgrounds, it is our diverse life experiences that uniquely shape us. We grow and become who we are through the interactions we have with people who are different from us. It opens our eyes and minds and brings with it a variety of ideas from multiple cultures and lifestyles. This naturally creates a safe and healthy environment to develop and grow in ways that would not otherwise be contemplated, because organizations often stick to what they know, and what has “always been done.” Enlightened Hospitality Investments is a great example of this value distinction being applied.
Mark Levitt, managing partner, told me they take pride in the fact that “about 65% Of the Enlightened Hospitality Investments portfolio companies, founders and group CEOs are underrepresented. Our investment team is similarly diverse.This diversity contributes to their success. “Diverse teams win,” Leavitt said. I couldn't agree more! This is how a vibrant and innovative culture is developed.
Employee well-being and burnout
Unfortunately, in the present day In a fast-paced business environment, employee well-being is increasingly becoming a concern for all businesses, especially in a high-turnover industry like restaurants. Burnout, stress, and mental health problems are common. I am happy to say that while drug use once became the norm in dealing with long working hours, high pressure to perform, intense expectations both at home and behind the house, and dealing with clients, there is now an awareness and interest in gimmickry. This reaction has been around for a long time. This, of course, also leads to burnout.
Without recognition of the problem and resources directed toward change, it will continue to cause low productivity, high employee turnover rates, and ultimately, a negative impact on company culture. My goal is to help organizations “turn employees into advocates and customer magnets.” By investing in the well-being of their employees and making them a priority, companies not only demonstrate their commitment to their workforce, but also reap the benefits of a more engaged and motivated team. They will be the best (free) source of PR, shouting out to everyone they know how happy they are at work and what a great company they are belongs to To (because we all talk about our work). When we feel cared for, fulfilled, and proud of the culture of which we are an important part, we want to share that with others. This is also the way to gain new and repeat customers, because who wouldn't want to be surrounded by such great energy?
In conclusion, building and maintaining a positive company culture is a complex, ongoing, and challenging process. However, if we define what they are, we can reverse engineer the solutions into your process, working from the inside out, starting with EX2CX® to achieve them. Your employee experience prioritization philosophy will help you overcome these challenges more effectively. By fostering strong leadership, promoting open communication to listen, not just listen, embracing diversity and inclusion, and prioritizing employee well-being, organizations can create a culture that not only attracts the best talent, but also drives employee engagement, satisfaction, and, ultimately, restaurant success. This is the way to build and maintain a strong, positive company culture. Remember, a positive company culture isn't just a nice-to-have — it's a strategic necessity that will make your organization part of today's competitive landscape.
What questions do you have about developing your restaurant's corporate culture? What challenges do you face? Get answers to your cultural questions! Be the next person to have your cultural concerns highlighted in Ask the Next Generation! Article on developing your company culture.
Email me your question or call directly at [email protected]
Author's biography
Jill Ruff is a globally recognized EX2CX consultant, working with executive leaders who recognize the paradigm shift: the non-negotiable creation of a more human culture that prioritizes their employees. It helps organizations that recognize that their employees are their greatest asset but need help creating new systems and procedures to develop culture resulting in increased employee retention and increased productivity. Companies test the lifetime value of employees and customers using their methodology that links employee experience (EX) to customer experience (CX) – EX2CX.
Jill grew up working for her parents, owners/operators of McDonald's franchises, starting with store #150. Her customer service philosophy of turning transactions into interactions starting with the employee stemmed from observing her parents' work and interactions with legendary founder Ray Kroc. EX and CX are in Jill's DNA. Drawing on her diverse background working across multiple industries – and living in 7 countries – Jill has developed her own internal framework based on her “3+1 recipe” for building a culture that creates attraction and retention, often described as “where McDonald's and Michelin meet.” Call her on [email protected].
