376 | Winning the Culture War at Work

Do any of these sound familiar to you?

-Competing ideologies that battle for dominance

-Islands in your team

-Prioritizing self and approval over the company

-Lack of respect for leadership or each other

If they do, then you might be struggling with the Culture War in your workplace. Last week, we talked about how to win that war at home, and today, I’ll talk about what it looks like to win it in the workplace!

 

                                                                    Culture defined 

Hey folks today we are talking about winning the culture war at work. What does it look like? How do

you make sure that you set yourself up for success? How do you make sure that you solve problems

when it goes awry? We’re going to be talking about that right after this. Welcome to the Chris LoCurto

show, where we discuss leadership and life, and discover that business is what you do, not who you are.

Welcome to the show folks, today we are talking about winning the culture war at work. Now some of

you out there might be going Chris, I’m not sure I know what the culture war is. So, we’re going to get

into that. We’re going to talk about how to solve that, how to protect yourself from it. But before we do,

what I want to talk to you about is “what is culture?” So many businesses, so many leaders, small

business owners, so many folks look at the culture inside of their business and they go, well, I’m not

really exactly sure what it’s supposed to look like. I’m not even really sure what it is. So I will tell you

what I say it is. I, I look at culture as being actions and attitudes. So whether it’s inside of your team,

whether it’s inside of your business, whether it’s inside of your family, what are the actions that people

are taking?

What are the attitudes that they have, on whatever the situation is, whether it’s dealing with clients,

whether it’s dealing with team members, whether it’s dealing with how they approach their day, doesn’t

matter. What are the actions and attitudes that is what makes up the culture inside of your business.

Now, if you look at the Latin root to culture, it literally means to cultivate or to tend to, so think of a

vineyard, uh, which makes me very happy I love vineyards. So if you think about what it takes to

cultivate that vineyard into a great vineyard, something that produces a great grape, uh, if you can

create a fantastic grape, there’s so much, uh, when you look there’s so much, that goes into creating a

great wine that has to happen inside of the cultivating the fruit itself. So before you can even think

about putting something into a bottle, you have to have a great fruit. You have to make sure that you’re

creating a great grape. If you do all of the right things, if you cultivate that, if you tend that in the right

ways, then guess what? You produce something that is fantastic, and you can take that and continue to

produce other great things. So that’s kind of what we’re talking about today. What is the culture inside

of your business look like? What does it look like to tend to your team? What does it look like to

cultivate people, teams, the whole business as a whole,

when it comes to actions and attitudes, how do we treat clients? When we look at the internal client

now for me, the internal client is all the team members that we work with, right? For me, every single

person who works for this business is an internal client. I expect that the team members look at each

other that way as well. How do we treat each other? How do we take care of each other? How do we

serve each other? How do we communicate well with each other? What does it look like when it comes

to the external client, which would be you guys, how do we take care of our external client and all those

same ways? How effective are we as a team? Do we operate incredibly well as a team? Or do we have

islands? I will tell you, uh, that is something that I do not allow inside of my business.

In my early days of leadership, I made the mistake of bringing in, uh, somebody who operated very well

as their own Island. They didn’t work well with other team members. They only kind of looked at other

team members as being there to serve that person. And that was a great teaching moment for me in my

early leadership years. I have never hired that again. That is a big mistake. You have to understand how

important it is to operate as an effective team, as a unified team. How well do we do on setting

priorities when it comes to goals and tasks inside of a team instead of a individual’s job inside of the

business as a whole. So when you look at all of these things, these are the things that we want to kind of

work through in set correctly when it comes to the culture inside of our business. So what does a culture

war look like?

Think of it as competing ideologies, that battle for dominance. I know that you can’t think of anything

that’s going on in our country right now that would even come close to this, right? That’s my sarcasm,

right there, there is a lot of competing ideology that’s happening right now. There is what we would call

ideological subversion that is happening right now, which is push, push, push points to the point that it

doesn’t matter what the facts are. The point is driven so far that people are going to believe the point,

no matter what. Guess what? That happens, or could happen, inside of your business. Some of you

might look around your team and see that you have got gossip. That is absolutely okay. As far as team

members are concerned or there’s bashing of each other, there’s treating each other badly or control

that’s happening or manipulation or whatever it is. You might look around your team and see that some

people are pushing an ideology for dominance.

They’re pushing it against somebody else’s ideology. And that very well may be your ideology of what

you think that business should look like. So Jim Collins says this, a culture where people learn from

mistakes without looking to blame anyone, is one key to overcoming adversity. So do you have a team

that is looking to solve problems without blaming others? Or, do you have people on your bus that will

throw people under the bus as soon as they possibly can? If there’s a problem, if there’s a mistake, if

there’s something wrong, how do they respond to that? I can tell you if you’ve been following us long

enough, you know, that we have a process that we do around here. And guess what, we have team

members that still to this day will struggle with, “well, I don’t want to look like I made a mistake” or “I

don’t want to look like a failure”.

The difference is they know that it’s okay to fail. So when something does go wrong, we handle it the

same way. What happened? How did it happen? Why did it happen? How do we fix it? And then how do

we make sure it never happens again, having that process in place gives people the freedom to make

mistakes. We have a goal around here, just don’t keep making the same mistake. We want you to make

mistakes. Don’t let it be fatal. And don’t keep making the same mistake, learn from it and grow. But if

what you see in your businesses, whenever a mistake happens, victim mentality just rocks the whole

place because nobody can take responsibility and everybody wants to blame somebody else for the

problem. Well, then that’s, something that’s competing inside of your culture. So, do we prioritize self or

prioritize approval of self above the business?

So in other words, do you have team members that are looking to make their name known, looking to

gain worth, looking to appear smart or accomplished is their focus more on them than it is the success

of the business? If so, then guess what their focus is going to be on: whatever makes them look good.

They’re not going to be focusing on how the business looks at the end of the day. They’re going to be

looking to how they look at the end of the day. Also, do you see a lack of respect when it comes to team

members, when it comes to leadership, when it comes to anybody, maybe even to clients, do you see

that people don’t respect leadership? You know, if you’ve got a great team of leaders, how do people

respond to them? Do they treat them well? And does leadership treat your team well?

Do they respect their team members? Do we see that there is trust and vulnerability around the team?

If we don’t then again, what we can see is what that culture war looks like. When there is not trust,

when there’s lack of vulnerability, and what we tend to find is people competing against each other for

self protection or defensiveness. So, if you’re going to win the culture war in your business, then you

have to start by creating, intending, the culture that you want. Let me say that again. You have to start

by creating, and then continuing to tend the very culture that you want. So we are going to get into that

when we come back right after this.

Hey leaders, this is Joel Fortiner, VP of leadership development at Chris Locurto’s company. I have some

questions for you. Do you, as a leader, feel like you are caught up in a crazy cycle of stress and tasks that

never ends week to week? Do you ever have to deal with tough conversations with team members and

you sit at home the next day, the night before worried about how’s it going to go? What am I going to

say? What are they going to say? Can I think fast enough on my feet? Is it going to be a total failure? Is

your team making way to make mistakes and failures loft, and especially at the same things. And you

find you’re the one who has to get in there and solve all the problems. And it takes away more of your

precious time. Are you experiencing culture problems or that stuff that just breaks down trust in unity,

on your team?

Well, if you can relate to any of this, this is a pretty typical leadership story in situation. Here’s the thing,

though. It doesn’t have to be that way, and we can help you solve these things. We can help you

become the leader that solves these problems and leads their team to greater success. I want to

introduce you to the key leaders program. This is an ongoing leadership development program that

gives you the lesson, track, coaching, and accountability you need to become the leader you can become

to actually implement what you’re actually learning in this program. If this sounds interesting to you, or

you want to learn more information, contact Holly at [email protected] Again, things fall apart

without great leadership and intentionality. If you want to solve the problems that are holding you back

from being a great leader, we can help you with this program. Get in touch with Holly at

[email protected].

                                                                        Integrity in Culture 

All right, we are back and we are talking about cultivating the culture that you want. And it starts first

with defining it. If you are going to win the culture war inside of your business, inside of your team,

inside of your family, whatever it is, then you have to first start by defining what you want your culture

to look like. So, as you’re listening to this, start thinking in your head, what is the actions and attitudes

that you want to see inside of your team? If you’re a leader, you don’t have to be the business owner.

We have got probably a 40%, it’s not probably by our surveys, we see that we have 40% business

owners, 40% leaders, and 20% other that follow this show. Well, guess what? As a leader, you can help

to set culture on your own team, right? Now, our goal is to set culture as a business.

But what if you don’t have a leader above you, who’s doing a great job doing that. Well, then set the

culture on your team. Do the best you can to make sure that we are operating exactly the way that you

think we should be. The culture looks the way that you think it should look. So we define it. What do we

want the actions and attitudes in all areas of the business? How do we treat each other? How do we

treat clients? How do we approach a big project? How do we approach though if we’re doing something

in public, what does that look like? Right? If we all take off and go do a special fun day in public, do

people act okay? Or do they act ridiculous? You know, we want to make sure that we’re setting good

tones, right?

How do people respond? One of the things that I will tell you to do is in your hiring process, take a look

at people’s social media. Why? Because you want to see if the person sitting in front of you who looks

perfect and fantastic, then you get on their social media and they’re just ripping people and, you know,

total negative and all that kind of crap. Is that the thing that you want in your business? So you have to

define what actions and attitudes do we want everywhere. When I look at my leadership team, what are

the actions and attitudes that I want from them? Do I want them to be incredible servants who are

doing everything they can to set their team members up for success? Or do I not care that their only

goal is to make as much money as they want to make.

Right? So define this. What are the actions and attitudes? What do we want when it comes to things like

responsibility versus entitlement? Listen, a lot of you have probably been in business long enough now,

that you’ve seen a comparison of when people were doing a great job taking responsibility and what

you’re seeing more and more and more is this entitlement mentality, where people believe that because

they breathe, you owe them so much stuff, right? So in your hiring process, you have to be asking the

question: Do I hire somebody who appears entitled? Do I hire somebody who looks like they deserve

something? Or do I hire somebody who’s like; “I cannot wait to come to your business and bust it

because I love what you guys stand for.” So as you’re defining your culture, what do you want

the responsibility to look like? What do you want things not to look like?

If you don’t want entitlement in there, then that’s got to be a part of the process. What does it look like

when it comes to integrity? What does it look like when it comes to honesty? At a sales team member

years ago, selling big-ticket items who came to me one day and was super excited because they got this

really big sale. And as they’re talking through and explaining to me, I’m celebrating with them, and then

they said something, and I said, now, hold on a second. That’s not accurate. And the person was like,

“well, but I mean, it doesn’t really matter.” And I’m like, no, it does matter. You lied to the person.

“Yeah. But it’s not even that big of a deal. I’m sure they’re not going to care.” And what I said was, “I

don’t care what you think.

Get back on the phone, you call that person and you tell them:”, “Hey, listen, I’m so sorry. I misspoke

about this here. This part isn’t actually correct. I wanted to make sure that I corrected this with you.” If

they want their money back, you give them their money back right now. And the response from the

team member was, “are you serious?” That right there was a very revealing moment I should say, of how

this team member looked at things and how they looked at integrity and honesty. And that very much

spoke to me that this is something I’m going to have to watch. I’m going to have to watch their integrity

as they deal with clients. After that, there were other integrity issues that I saw, not surprising, but it

was a great red flag for me to go:

“I better start really taking a hard look at this person.” Now, good thing was, they did call that person

back and explain to them, the customer was like, “it’s no big deal”, but they could see that we were

going to choose integrity. At least leadership was going to choose integrity and make sure that that

customer was taken care of. What does it look like inside of your business? Do you want people who are

just there to make money? I can’t tell you the number of people that I’ve turned away from our business

that have come in on interviews that believe that what we’re all about is making as much money as we

can. And I had to share with them, I’m sorry, I’m going to surprise you. Profit is number three inside of

my business. As far as motivating factors; God is number one, serving people is number two.

Profit is number three. Now, for some of you out there, you might be like, that’s just crazy. Well, okay,

that’s fine. I don’t have a problem with that. What I teach you is if you want to make as much money, I

will teach you all the ways to make money. But here’s what I want you to understand. At the end of the

day, there’s things way more important than money. The King of the universe is way more important

than money. Serving and helping people. You know, Zig used to say it all the time, “If you help enough

people get what they want, you will get all the stuff that you want.” Take care of people, right? So for

me, profit is not number one motivating factor. That has shocked some people and they did not stay in

the interview process. Great. That’s exactly what I want because what I do not want in my culture is

people who care more about money than taking care of clients, people who care more about money

than having, you know, God be a big part of their life.

So, also, do you have the ability inside, you know, when you’re taking a look at defining culture, do you

have, or do you want the ability for people to make mistakes? Now, the big caveat is how we take

responsibility around those mistakes. Like I said earlier, I explained to you how I look at those, what

happened? Why did it happen? How did it happen? How do we fix it? How do we make sure it never

happens again? Now that will solve a large portion, at least 90% of the mistakes that you have inside of

your business. If you follow that process, now there’s other ones that are going to take a lot more deep

dive into it. But, the crazy thing is, if you’re not making a lot of huge mistakes, then that process will

solve a bunch. Do your team, do they understand that they can make mistakes?

Do they know that they can make mistakes? That’s up to you. That is your job. The great thing is, is

around this place, people know that they can make mistakes. People know that they’re expected to

actually make mistakes, because if they don’t make mistakes, then they’re not doing anything. And I’m

not paying people to sit around and not do anything. I want them to take risks. I want them to get out

there and move things around, change things. Do what’s right. Make things better. So in our culture,

that is part of our definition. That is part of what we want. You have the ability to make mistakes. Don’t

make fatal mistakes and don’t keep making the same mistake. If you do, now, we will have a problem,

solve the problem. When you see that you have a mistake, solve the problem.

                                                                            Leading the Culture

And again, guys, I’m giving you a handful of bullet points. There’s a lot more you can do to define exactly

the culture that you want. This isn’t something that’s going to take you three minutes to sit down and do

you really need to put your brain to this. If you want to win the culture war, you’ve got to spend time

busting this out. Next thing you need to do is, you need to teach it. Leader. It starts with you. Now think

about it. I’m teaching you this stuff. I’m talking about this. I’ve been talking about culture for decades.

This is stuff that we teach. What would it look like, if I did not model the very culture that I teach my

team? I have the kind of team who would call my butt out. They would call it out in a heartbeat. “Hey,

this isn’t something we do.”

We even had recently, a “I just want to find out guys, this is the stuff that we teach. Tell me where we

don’t do things that we teach. Show me anything. Anywhere that you can find that we don’t do it. I want

to know about it.” And we did an anonymous survey to the whole team: zero answers. The stuff that

came back. Well, we got answers, but they were “Nope. I can’t think of anything. We do the stuff that

we teach.” Leader. It starts with you. Now keep in mind. You’re not going to be perfect at this tomorrow.

This is something I’ve been practicing for decades. I screwed up plenty of stuff to get to the point of

going, “Hmm, I better do it the right way.”

Right? That’s the very things that we teach come out of the mistakes that we’ve made over decades of

time of doing stupid, and making mistakes and having to learn how to fix those things. So you have to

start with you on what does the culture look like? If you don’t model it, nobody’s going to follow it. Or

some people may follow it for a short period of time, but that’s not going to take long before they go:

“Well, my leader won’t do it. So what’s the point in me doing it as well?” You have to take a look at how

you teach it, teach it in meetings. Teach it in habits, create rhythms of how you do stuff. We do a lot of

teaching on our Monday staff meetings. We have a bunch of heavy meetings on Monday as we go

throughout the week, we have a teaching environment here where we’re constantly doing stuff.

We might have clients in and we’re having lunch or breakfast or dinner. And we talk through things and

we share those pieces of information. You can see the rhythms of people serving really well. You can see

the rhythms of people putting God first. You can see these habits. You have to actually model that, and

let other people see that it’s okay for them to do as well. And then use those opportunities to teach it.

Hey guys, here’s a situation. A client just came in and that person had a headache. And so and so just ran

to the store and picked them up some Advil or a prescription or whatever, as a matter of fact, that’s a

great example. We had a client for a stratplan. We had a leadership team here. And at one of the night

times, one of the leadership team member through their back out while they were sleeping! They woke

up in the morning and their back was just jacked up.

And so they came in and they were just crazy in pain. And what did we do? We hooked them up with my

chiropractor. We got him in. He wedged his back in to his schedule and took care of him. That’s what

you do. You take care of people. Man, was it a distraction for the leadership team? Sure it was. Did it

affect the stratplan? A little bit, but was everybody actually very happy that they didn’t have a team

member sitting there in pain for days? Yeah, absolutely. So what do you want it to look like? What are

those rhythms? What are those habits of taking care of people? What does that look like to your client?

What does that look like to your team? Your team needs to know that they can look out and go:

“This is what I know Chris would do, because I’ve seen him do it.This is what I know what our leaders

would do, because I’ve seen them do it. So this is what I’m going to do. I’m going to take this into my

own hands, take responsibility and go solve this problem for somebody.” So make sure that you’re

creating those habits. As you do this, as you continue to teach this, there’s something you’re looking for.

We talk about it a lot here, and that is a common language. You want to create a DNA inside of your

business, that people automatically start thinking about how to respond in culture. So you keep saying

the same stuff, a common phrase that you hear around here is “gain perspective.” We talk about it a lot.

We say it, we teach it. We ask people, “hey, did you gain perspective on that?”

“Hey, on this situation, did you gain perspective before you pulled the trigger on that? Hey, did you see

how we we were gaining perspective from the client in that coaching call?” We constantly use common

language. Another thing that we would say because we teach personality styles and communication like

crazy is “lean in the other person’s direction.” It’s another common language thing that creates this DNA

inside of our culture that says, “this is how we handle things.” You lean in the direction of the other

person, make sure that you’re speaking in their personality style, make sure that you are paying

attention to what they’re saying. Make sure that you’re asking plenty of questions. As you create that

common language, then you start to see that people will use that over and over and over again. And it

sets a habit. It creates a habit of actions and attitudes.

So what is my attitude when it comes to communication? It’s no longer do I win at communication, it’s

how do I set you up for success in communication? What is my action when it comes to communication?

Do I ask you plenty of questions to make sure that I’ve gained quality perspective? Do I have enough

information to make the decisions that I need to make? So create that in that process of that common

language, that common DNA, and help people to understand, Hey guys, this is what we do. We do this.

We treat people this way. We treat clients this way. The way that we take care of, you know, we don’t

leave a bunch of crap around, your desk, like crazy because it looks terrible when clients come in.I don’t

know whatever it is that you want to do as far as your culture. Oh, I’ll give you an example. When clients

come in here they are coming in very nervous. They’re coming in for a very intense event and they don’t

know what to expect. Help them feel at home. Help them feel welcomed

Immediately. If you will do that, it will set a great tone for them as they are here for a couple of days

going through something that’s intense and they’re still not sure what to expect. It’s great. Whenever

we have new hires, we do three events here for our next level mastermind group, at our office, in our

event space. And then we do one at a big hotel every year. So we have clients that are here multiple

times a year. So whenever we have somebody new, we always share with that new person, “Hey, we

treat our clients like family. We love our clients. They’re a part of our family. They’re part of our team.”

So when they come in, you have to understand that they are actually going to be the veterans here, not

you.

So you’re going to see them tell you stories. They’re going to talk to you about all kinds of stuff. So don’t

respond as though your, the veteran here, because they will pick up on that very quickly. And it has

been hilarious to have team members come to me after a retreat. You know, we have a bunch of clients

come and go “Oh my gosh, this is home to them.” It’s like, yeah, we actually have a lot of clients that

when they walk in the door, they go “I’m home.” They feel at home here, they use things. They’re

putting their stuff in the refrigerator, they’re doing all kinds of stuff. And then they will tell stories to our

new team members of how our business has grown and what they’ve experienced since they’ve been

here. That is a phenomenal culture to have, not only with the internal client, but the external client,

when your external client loves being with you and your team and experiencing things and so much so

that they are a part of the family, that creates a, not only a common language, but that creates a

phenomenal DNA.

Next thing you need to do after you have defined it well, you’re teaching it incredibly well. You’re setting

up those, those habits and those rhythms. You need to recognize it. Guys listen. So leaders, we can find

people doing things wrong and struggle to find people doing things right. Business owners, it’s even

worse for business owners. All you can see is the things that people do wrong and you struggle to

recognize people doing things, right. Listen to me. I don’t care if you’re a leader, a business owner, a

father, a mother, whatever it is, find people doing things right. You’re trying to create a culture inside of

your business, a common DNA, inside of your business that people want to take care of. That people

want to operate incredibly well. Right? If they’re going to do it well, then they have to be rewarded.

People repeat what they’re rewarded for.

Let me say that again. People repeat what they’re rewarded for. So make sure that you’re recognizing

what they’re doing. Make sure that if they’re doing a great job, taking care of team members, if they’re

doing a great job taking care of clients, if they’re doing a great job with the way that they handled the

recent project, if they’re doing a great job, just looking around and saying that, you know, there’s trash

on the floor and picking it up, recognize the things that you want them to repeat, right? Make sure that

you do that. I’m actually saying this before. The next thing I’m going to say for a purpose, people need to

hear that they’re doing a good job with this. People need to see that they’re doing the right thing.

Otherwise, how do they know? If all they hear is that they’re doing something wrong and they never get

the great deposits of, “Hey, you’re doing this

well,” then all they’re going to do is protect themselves from doing the wrong thing. Let me say that

again. If all you do is tell people the things they’re doing wrong, then all they’re going to do is make sure

that their head doesn’t end up on the chopping block. They will protect themselves from doing wrong.

They will not take risks, which does not work in my business. I want my team members taking risks. They

will not take risks so that they don’t hear you telling them how they’re not good enough. Make sure

you’re looking in meetings to teach, to recognize, to call it out. Hey, great job in here. Hey, that was a

great question that you asked over there. Great job. Gaining perspective. Hey, well done. Leaning in this

person’s direction, whatever it is, call it out. When you see it in meetings, make sure that you’re saying

something about it. Even go into your meeting, looking for something to see done. Well, as far as culture

is concerned, look for somebody to do something that you can call out and say, Hey, great job with that.

I’m really impressed with that. Well done. In your hiring process, I can tell you this. If you want to stop a

lot of the cultural war, don’t let the cultural war in. No, no, that sounds like a “no duh”, but so many of

you have a very short hiring process. You will look at three

resumes and hope that you pick the one that smiled a lot and you know, really seem to like you. Guys,

you’ve got to do your hiring process incredibly well. That’s what we have a huge process that we do. And

we teach on making sure you’re hiring correctly. Look inside of your hiring process and ask these

questions. Does this person fit this aspect of culture? Does this person fit this aspect of culture? What

about this aspect of culture? So I’m going to give away a little secret to anybody who ever wants to work

here. Our initial call is a culture call. Do you fit our culture? If you don’t, you do not move up in the

interview process. Why? Because the last thing I want to do is put somebody in my building. Who’s

going to bring a bad culture in, or something that I’m going to have to work out of them, right?

So there’s no point in taking them onto any other interviews. If they respond terribly to questions that

we ask about how you would treat a client or what you would do in this situation or whatever it is, if

they’re not going to respond well, then they don’t get to move forward. Now with that, let me give you

this caveat. You cannot interview out everything. You just can’t. It’s impossible. Do the best job you can.

Now don’t take that as a, “Hey, get them in the door and then see if they fail or don’t”. Do the best job

you can on that hiring process and then make decisions as you go along. And once they’re inside work

really hard in the first 90 days to set them up for success and see how well they do, if it does not look

like they are going to be a good fit, if it looks like they are going to self sabotage, or sabotage parts of

your team, or your business or whatever, make smart decisions in that process. All right. So I’m going to

talk about the last part. When we come back right after this.

Hey leaders, this is Joel Fortner, VP of leadership development at Chris Locurto’s company. I have some

questions for you. Do you, as a leader, feel like you are caught up in a crazy cycle of stress and tasks that

never ends week to week? Do you ever have to deal with tough conversations with team members and

you sit at home the next day, the night before, worried about how’s it going to go? What am I going to

say? What are they going to say? Can I think fast enough on my feet? Is it going to be a total failure? Is

your team making way to make mistakes and failures loft, and especially at the same things, and you

find you’re the one who has to get in there and solve all the problems, and it takes away more of your

precious time? Are you experiencing culture problems or that stuff that just breaks down trust and unity

on your team?

Well, if you can relate to any of this, this is a pretty typical leadership story in situation. Here’s the thing,

though. It doesn’t have to be that way, and we can help you solve these things. We can help you

become the leader that solves these problems and leads their team to greater success. I want to

introduce you to the key leaders program. This is an ongoing leadership development program that

gives you the lesson, track, coaching, and accountability you need to become the leader you can

become, to actually implement what you’re actually learning in this program. If this sounds interesting

to you, or you want to learn more information, contact Holly at [email protected] Again, things

fall apart without great leadership and intentionality. If you want to solve the problems that are holding

you back from being a great leader, we can help you with this program. Get in touch with Holly at

[email protected].

                                                                            Culture War

Okay, we’re back. And we’re talking about the last thing I want you to really focus on. If you’re going to

win the culture war. The last piece is: you have to attack it. You have to attack the things that are not

going well. Folks, here’s what I know; I know a lot of you that are following have a high S personality

style, a high C personality style. I’m a very high S, so I don’t love conflict. And I know you don’t love

conflict. Now, some of you watching this, you’re like, “man, conflict is my morning cereal. I eat conflict

for breakfast.” That’s great. A lot of people can’t stand conflict, but here’s what I have come to know in

all of my years of leading, the reason why I’m confident and able to not only teach all of this stuff, but do

it like crazy, is because I had to get in a place of deciding what is going to be better.

Hoping that stuff hides itself under a carpet and goes away, or attack it the moment it pops up. So for

some of you, I know that sounds like a “Ooh, man. I just don’t want to do that.” But look, you keep

thinking that things are going away and they’re not. They’re just piling up under that carpet that you

shoved them under. Get those things handled as fast as you possibly can. If something starts to go awry

in your culture, attack it. If it starts to go sideways, if it starts to get, counter-cultural do something

about it. When you see somebody treating somebody badly, say something. I have literally watched

leaders allow somebody to rip somebody apart, somebody under them, rip another team member

apart. And their response was “well, but they’re right.” Okay. They may be right, but is that how you

want people to treat people?

Is there not a better way we can actually walk through this mistake or problem or whatever it is? Yes, of

course there is. But if you stand there allowing it to happen, then you’re endorsing that style of culture.

Let me say that again. You’re endorsing that style of culture. So don’t. Jump on it. If you see somebody

ripping somebody’s head off, say, “Hold up right there. We do not treat people this way. We don’t talk

to people this way.” Now what you’re talking about, you may be correct on, but we do not talk to people

this way. So back it up quickly. If you need a moment to sit down and get some control, great, do that.

But you are not going to talk to this person again that way. So not only is that going to stop that from

happening in your culture, at least it’s going to put a big dent in it.

You may have to do this, you know, many times over, but guess what communicates to the person

who’s getting their head ripped off?That you’re willing to protect the culture. Even if they’ve made a

mistake, that you’re willing to take care of them. So if things start to go awry, if things start to go

sideways, make sure that you’re attacking it as fast as possible. Make sure you have high levels of

accountability to the culture that you’ve set. If you’ve defined it, if you’ve taught it, if you’ve been

recognizing it, where’s the accountability? How do you make sure people are actually doing it? So put

things in place to make sure that people are responding to it. That they’re actually walking it out. I will

say this, a lack of high levels of quality communication is the number one issue in every business.

Every business that we help out, every business that we see, number one issue is high level, lack of

quality communication. Number two issue; and I know a lot of you business owners, don’t like this word

because you know, you were probably beaten over the head with it, is a lack of accountability. Now,

when I say accountability, I’m talking about quality, accountability, putting things in place to make sure

things happen correctly. That is something you need when it comes to your culture, it’s no different. You

have to have that accountability in place. Also you have to define what’s not acceptable, so that when

you see something that’s not acceptable, like ripping, somebody’s head off, you attack it right there on

the spot. People are not surprised. Teach your people to anticipate how you’re going to respond to

wrong actions, teach your people to anticipate how you’re going to respond to when they’re doing

something that is counter-cultural. Next thing you need to look out for, something that something that I

want you to attack, is this concept of ideological subversion.

What does that mean? That means pushing an ideology until whether it’s right or wrong or has facts or

whatever, pushing it so hard, until it dominates over another ideology. So what you may see is if you

have some team members, that are pushing their ideology, like crazy in hopes that you will cave, then

guess what? They’re not going to stop, until you either cave or you shut it down. So if you see people

responding with that kind of stuff, if you see that somebody’s pushing a different cultural, ideological

way of doing things than what you’ve put in place, shut it down.Jump on it, attack that right away. Do

whatever it takes. Do not allow that to continue. Don’t allow that to continue to affect your business

because eventually what will happen is, is that it won’t matter what the facts are. That ideology will be

the thing that takes place.

It will take center stage no matter who’s right or wrong. It just won’t matter. Last thing I want you to

look at is you got to watch out for what we would call “the drift.” If your culture is off 5%, let’s say you

drive this home and you’re doing a great job, and then all of a sudden, it just gets off a little bit. Well if it

starts curving out 5% over time, that’s going to grow to be a large percent off. So even if it starts to drift

a little bit, pull it back in line. If you will do this, then what you will create inside of your business is a self

policing process, where as you pull it back in, when it’s a little bit off, so will everybody else. So

companies that go out of business, lose sight of who they are, and why they exist.

When culture grows wild, not cultivated, a drift is what drives us to failure. Make sure you’re cultivating,

make sure that you’re defining it, that you’re teaching it, that you’re recognizing it and that you’re

attacking it. Make it happen. I would sum all that into saying: force the culture that you want to have

happen. If you’re leading your team through these clashes of culture in the right way, and you’re

showing them what you expect, and you’re shooting down the things that you don’t want, then pretty

soon they will start to respond exactly the way you want them to. As long as you are, again, recognizing

as much as calling out the bad things. So, last piece on this, you’re going to have some people who don’t

believe the way that you do. It’s very possible. It’s very possible that you’re going to have some folks

that as you put this culture in place, they may not stay on board.

That’s okay. We have had that happen many times. There are standards that we have. This is not an easy

place to work. We have high standards. We have high expectations here and we have had folks come in

That was all about it. Were super excited. Believed that they were on board with exactly the same

culture and values and things that we talk about, only to make some pretty heavy duty mistakes and

sabotage their way out. You’re going to possibly have that inside of this process. Expect it, don’t be

surprised. You might be surprised at who it is. That’s definitely possibility that’s happened to me

multiple times, where you think somebody is not going to sabotage their way out of this process, and

then they end up doing it, just know that, be prepared, be prepared for that happening.

You can’t interview everything out. You can’t solve every single thing for everybody. You can’t stop

somebody from making bad decisions. You can’t stop somebody from having, you know, moral failures

in the process, right? Do the best you can to protect the culture that you want for the business that you

have. If you do that, then you will be winning at the culture war. Well, folks, hopefully this has helped

you today. I’m so glad that you’ve joined us again. Please do us a favor, help us to reach more people. If

you would just rate the show, go to iTunes and rate the show, leave a comment. We would absolutely

love this. This is helping you help us to help more people with this process. So as always take this

information, change your leadership, change your business, change your life and join us on the next

episode.