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Perspective: Culture Change
By Judith A. Gleason and Gary L. Wolford

What differentiates and agency’s best sales people from the average ones? You probably already know that it isn't just technical skills and know-how. There are those intangible qualities possessed by high-performing individuals. The challenge is to bring the entire team to the level of the high performers and create and nurture structures and incentives that enable the high performers to drive the results of those capable of performance improvement. In other words, to create a culture build on teams in which members inspire and challenge one another to reach and exceed strategic goals.

Culture change can be achieved more quickly than many imagine. Having seen recent studies showing the importance of emotional intelligence in agent performance and the role of job satisfaction when staff contribution is raised, we decided to pursue a strategy of cultural improvement to enhance the agency’s already-strong business results. We elicited the help of an outside advisor to work with our executives and staff.

While one of the purposes of a culture assessment and reorientation is to increase reliance on internal resources, we initially turned to an external facilitator for immediate success. A person or group from outside the company possesses the distance and, therefore, the authority to recommend changes that will apply to every member of the team. The facilitator is the “honest broker” who can be trusted to provide candid information and opinions. In addition, because of the amount of data generated in just a few hours can be overwhelming, the facilitator has the ability to place all the data into manageable categories.

Our agency wanted to do what all of us want to do: increase the bottom line. But we were also interested in finding ways to increase our staff’s sense of ownership through the development of work processes built on autonomy and self-reliance. Working with our outside facilitator, we implemented a unique “team building diagnostic.” The diagnostic process was premised on candid staff input to be discussed in an open atmosphere. We promised to be “thick-skinned” about whatever comments came our way – an important step in the process.

The staff members were then divided into teams: marketing, service, human resource initiatives, staff function and office ergonomics. Through a series of questions, teams divided operational areas into categories of “effective” and “ineffective.” Sample questions that drove the discussion included:

What can we do to enhance our competitive position in the marketplace?
What can we do to improve the overall effectiveness and efficiency of internal operations and how can we operate as a team?
You are now the owner. What changes do you want to make to enable the business to run more efficiently?
Should sales be separate from service?
What can we do to make our work environment and culture better?

Each team prepared responses for 8-10 such questions. Initially, the responses, but no recommendations, were presented to us. After individual teams had made their presentations, an “all teams” meeting was held that identified the top priority planning initiatives. Employees were then assigned teams to develop specific recommendations to change processes and to improve effectiveness.

It was recommended that we quickly implement the staff recommendations, which we did. The result was an immediate boost in morale, performance, and more importantly, sales.

The key challenge has been to integrate the new decision-making process into our day-to-day business routine. We knew if we could achieve that, we would continue to make gains. If we did not, our productivity improvements would not only stop, but they could reverse themselves as staff would doubt our intentions.

Our consultants provided us with a clear road map to maintain and deepen the new decision-making structure through regular formal and informal staff meetings. It sounds straightforward, and it is. But under the crush of everyday activity, when decisions need to be made quickly, an agency requires a plan and discipline to maintain wider decision-making circle that encourages the exchange of improvement ideas among staff.

Nine months later, we have maintained our focus and discipline. Our entire team has seen the concrete results of a more open and participatory culture. Staff better understands our strategic goals, is more invested in their achievement and is more committed to performing at the highest levels.

Specific benefits include:

Increased productivity and quality
Decreased responsibility on outside problem solving – using the “we” solution
Increased enthusiasm and “buy-in”
Optimism that communication in the agency works
Increased appreciation for high performance and those who achieve it
Establishment of an ongoing process for continued agency-wide improvements

The economic climate remains challenging. Under these conditions, productivity and performance gains are the cornerstones of success. A strategy of continuous improvement through internal change is a powerful way to achieve it. That begins and ends with culture.

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