A tidbit from a recent entry on the Shop.org Community blog:
…Lin believes that much of this success boils down to a crystal clear corporate culture that was created and is owned by employees.
Who is Lin and why in the heck do we care about his strategy? Lin’s business, the online shoe store Zappos.com, is a wunderkind in the retail world. The company grew 20% in 2008, and is on track to make additional headway in 2009. I found it particularly intriguing that Lin attributed his success to corporate culture. Not “top-quality products” or “superior customer service.” Granted, those elements are part of the mix. But what he’s essentially saying is that his team has truly bought into those concepts. It’s more than just him talking, and the rest of his team nodding in detached, quasi-agreement.
Some of the ways Zappos creates and evaluates corporate culture make your hair stand on end. Like this:
Once a year, Zappos asks each employee to submit several paragraphs for a culture book, which is distributed company-wide. Lin said Zappos “only edits typos” and that everything is published…”the good, the bad, and the ugly.”
The company also encourages employees to discuss the company on social networks like Facebook and Twitter. (Forums where the company has little to no control over what’s being said.)
Are you cringing yet?
I’m an A-type personality, so the thought of relinquishing that much control over my brand makes me shiver. But…then you look at the result of this radical corporate culture: Employees that are vested in the business—both in practice and in theory. A team that quickly and efficiently churns out orders and makes customers happy.
I’m not advocating that you adopt the Zappos philosophy. (I just can’t. It goes against my grain.) But I would encourage you take a critical look at your company culture. What could you do to give employees a sense of ownership and investment? What benefits might result?
The blog entry on Shop.org included an additional anecdote: A Zappos employee found $150 in a wallet that a customer had purchased from the company; then returned to the retailer. The worker quickly jotted off a note, and returned the cash to the customer. She was thrilled, and told everyone about the experience.
An unwavering corporate culture meant the employee absolutely knew how to respond, Lin believes. “If you take care of your culture, things like this will happen,” he said. “People will do the right thing.”
Step back from your business and take a long look. Are you creating a culture where employees will “do the right thing”?
-- Sarah
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