NOT SETTLING FOR GOOD ENOUGH

Let's be honest: We live in a “C-minus” society where mediocrity has become the norm for many.

Harsh words, yes, but in our society, truly excelling is no longer considered a prime value. For most people, good enough is good enough. But those aren't the people agency and brokerage firm principals should want to work with.

One effective way of bringing this point home is by challenging agency owners and brokerage principals to adopt what I call a four/five rating culture, where only above-average scores on a 1-5 ranking system are acceptable.

In its simplest form, a four/five rating culture is creating an environment where everyone knows that mediocrity is not accepted. Instead, outstanding is the norm.

What the four/five rating culture does is change behavior. Creating a system like this helps principals see how culture overall can create high performers.

Over time, the adoption and implementation of this strategy will greatly change the attitudes and performance of the firm's people and the organization.

The four/five rating culture will define the attitude of the firm's people—and that will be reflected in the attitudes of the firm's customers and the firm's marketplace. It will, in short, build the firm's reputation.

When it comes to employees who don't fit the culture, an often-heard excuse is: “Well, I put up with John Doe because he performs well.”

This is crazy. A principal is essentially saying that their culture is really not that important. They are saying it is okay to have cracks in the core foundation.

The bottom line is that a firm should not tolerate any employee who cannot live by the cultural values the firm has established. The non-adherence to behaviors that do not support a firm's core values cannot be tolerated. Such employees must first be warned they are not living up to the values established by the firm. If they don't change, they will be terminated. It's that simple.

GOING FROM GOOD TO GREAT

The link between high-performance companies and culture, employees and accountability is indisputable. In high-performance cultures, effective leaders clearly articulate a strategic framework of mission, vision and values, strategic goals, and the critical measurable priorities to which all employees are held accountable.

Taking the time and making the investment in creating a culture of high performance is worth the effort. Companies that achieve a high-performance culture will see greater returns and profitability, and everyone—from the receptionist to the CEO—will find it a more exciting, vibrant place to work.