- If a demanding MVC reduces the number of people who will be happy working at your company, and if there is virtually full-employment in your area, how will you be able to bring value to a growing number of customers, clients, patients (CCPs) if you cannot recruit team members who will embrace your MVC? GROWTH
- If due to a lack of viable candidates, you lower the bar and begin to hire team member who are not totally committed your MVC, will your business’ MVC deteriorate? Will you lose your competitive advantage? CULTURE
- Finally, does all of this remain completely relevant as the pool of candidates shifts toward millennials?
I am currently re-reading “Built to Last” the great book by Jim Collins and Jerry Porras. In Chapter 6, entitled “Cult-Like Cultures” the authors discuss their finding of almost religious adherence to a company’s culture within the companies they have labeled as visionary. Following a section describing one person’s experience at Nordstrom, they revealed that contrary to their initial expectation, they found that many of the visionary companies were not great places to work unless team members completely bought the company’s culture. “We learned that you don’t need to create a “soft” or “comfortable” environment to build a visionary company. We found that the visionary companies tend to be more demanding of their people than other companies, both in terms of performance and congruence with the ideology.” ““VISIONARY,” we learned, does not mean soft and undisciplined. Quite the contrary. Because the visionary companies have such clarity about who they are, what they’re all about, and what they’re trying to achieve, they tend to not have much room for people unwilling or unsuited to their demanding standards.” My coaching clients have taught me that Mission, Vision and Culture (MVC) are extremely important toward consistently delivering long-term value and success, both to the community, the company and the team. This brings me to a major set of questions: