lear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way tI was speaking to group in Atlanta recently and this phrase was stated to me after my speech by one of my audience members….”Culture eats strategy for lunch”.

I was compelled by what this meant, especially as regards processes such as customer service. Simply put, the statement implies that companies who establish a particular culture in their business will be superior in practice than those who forsake culture for strategy or process. Culture will win every time.

Take a look at the finest companies in providing service, such as LL Bean, Nordstrom, The Ritz-Carlton, Chick-fil-A and others. A close look will reflect an actual culture that permeates throughout the entire organization from top to bottom. It is not their process that sets them apart, it is the way that they deliver their product or service; it is their culture.

You buy the same stuff at Nordstrom that you do anywhere else; their culture sets them apart. You get fast food at Chick-fil-A, cooked on the spot, served with a Coke, but it’s not the cooking process or the food that sets them apart; its their culture. The Ritz-Carlton checks you in, gives you a room, and feeds you just like hundreds of other hotels; their culture of service sets them apart. Note that the process and strategy of each of these companies is the same as their competition. It is their culture, their people, which separates them.

The question here is “How does a company establish a culture?” The answer is the same way a culture is established in a home. Not by having a meeting with the kids and explaining that this is what the family believes in regard to spirituality, manners, religion, etc. and expecting this culture to “take”. Instead, you show by example, discuss what is going on, compassionately correct the kids when they err, and encourage them when they do things right. This creates a culture. The result is what is called “constancy of purpose”, a never-ending focus on an end-result.

The same is true in business. When a leaders of a company establish what is important, lead by example, discuss these values often (if not daily), coach for correction and recognize when done correctly, a culture permeates throughout the organization.

Here are some ways to make that happen.

1) Establish in detail how you want your customers to be treated. Make it clear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way th

l-A and others. A close look will reflect an actual culture that permeates throughout the entire organization from top to bottom. It is not their process that sets them apart, it is the way that they deliver their product or service; it is their culture.

You buy the same stuff at Nordstrom that you do anywhere else; their culture sets them apart. You get fast food at Chick-fil-A, cooked on the spot, served with a Coke, but it’s not the cooking process or the food that sets them apart; its their culture. The Ritz-Carlton checks you in, gives you a room, and feeds you just like hundreds of other hotels; their culture of service sets them apart. Note that the process and strategy of each of these companies is the same as their competition. It is their culture, their people, which separates them.

The question here is “How does a company establish a culture?” The answer is the same way a culture is established in a home. Not by having a meeting with the kids and explaining that this is what the family believes in regard to spirituality, manners, religion, etc. and expecting this culture to “take”. Instead, you show by example, discuss what is going on, compassionately correct the kids when they err, and encourage them when they do things right. This creates a culture. The result is what is called “constancy of purpose”, a never-ending focus on an end-result.

The same is true in business. When a leaders of a company establish what is important, lead by example, discuss these values often (if not daily), coach for correction and recognize when done correctly, a culture permeates throughout the organization.

Here are some ways to make that happen.

1) Establish in detail how you want your customers to be treated. Make it clear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way t

reds of other hotels; their culture of service sets them apart. Note that the process and strategy of each of these companies is the same as their competition. It is their culture, their people, which separates them.

The question here is “How does a company establish a culture?” The answer is the same way a culture is established in a home. Not by having a meeting with the kids and explaining that this is what the family believes in regard to spirituality, manners, religion, etc. and expecting this culture to “take”. Instead, you show by example, discuss what is going on, compassionately correct the kids when they err, and encourage them when they do things right. This creates a culture. The result is what is called “constancy of purpose”, a never-ending focus on an end-result.

The same is true in business. When a leaders of a company establish what is important, lead by example, discuss these values often (if not daily), coach for correction and recognize when done correctly, a culture permeates throughout the organization.

Here are some ways to make that happen.

1) Establish in detail how you want your customers to be treated. Make it clear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way t

sionately correct the kids when they err, and encourage them when they do things right. This creates a culture. The result is what is called “constancy of purpose”, a never-ending focus on an end-result.

The same is true in business. When a leaders of a company establish what is important, lead by example, discuss these values often (if not daily), coach for correction and recognize when done correctly, a culture permeates throughout the organization.

Here are some ways to make that happen.

1) Establish in detail how you want your customers to be treated. Make it clear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way t

lear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way they will treat our customers.
7) Talk about the culture every day.

The result will be a shift towards a culture that will be observable, as with the leading companies I mentioned earlier.

I have seen this happen in companies and can attest for its impact. When leaders in a company make it clear what is important to them regarding their values and culture, it permeates throughout the entire organization. When it spreads, it becomes unstoppable and powerful. Culture is an attraction for both employees and customers….it eats strategy for lunch.