The Profit Leak Blog

As a CEO, your actions set the tone for your entire organization. It’s easy to fall into the trap of thinking that your role exempts you from the day-to-day grind and the values you preach. However, the opposite is true. Your team looks to you for cues on how to behave, and if you want them to be accountable and committed, you must lead by example. Why Your Act ions Matter Your team observes your behavior closely, taking both implicit and explicit direction from you. If you’re not holding yourself to the same standards you expect from them, it’s unreasonable to expect them to rise to the occasion. By embodying the values you want to see in your team, you create a culture of accountability and commitment. Here's how you can start making a change today. Three Tips for Leaders to Make Change 1. Walk the Talk One of the most powerful ways to inspire your team is to consistently demonstrate the behaviors and values you expect from them. If you want your team to be punctual, be the first one in the office and the last one to leave. If you value transparency, share both successes and failures openly. Your actions will speak louder than any policy or directive. 2. Own Your Mistakes Accountability starts at the top. When you make a mistake, own it. Publicly acknowledge where things went wrong and what you’re doing to fix it. This shows your team that it’s okay to make mistakes as long as you take responsibility and learn from them. It also sets a precedent for how they should handle their own errors. 3. Follow Through on Commitments If you want your team to deliver on their promises, you must do the same. Whether it’s a deadline, a meeting, or a commitment to a project, ensure you follow through. This builds trust and demonstrates that you value and respect the commitments you make to others. Conclusion Being a CEO isn’t just about making big decisions and steering the company strategy. It’s also about setting an example and being the embodiment of the values you want to see in your team. By walking the talk, owning your mistakes, and following through on commitments, you inspire your team to do the same. Remember, leadership isn’t about telling people what to do—it’s about showing them how it’s done.

As we know, a CEOs primary responsibility is to drive growth and profitability. Yet, when it comes to investing in culture and people, many are hesitant. There isn't a week where I don't speak to a CEO where people are rarely a key investment in their priority list. This reluctance, though understandable, could cost companies their future success. According to research from Harvard Business Review, 70% of change initiatives fail, often due to a lack of leadership buy-in. So, why are CEOs afraid of change, especially when it comes to cultural investment? Fear of Unpredictability One major reason CEOs hesitate to invest in their people and culture is the perceived unpredictability of the return on investment (ROI). Financial initiatives typically have clear metrics, while cultural transformations are seen as more abstract and less measurable. This can make CEOs wary of dedicating resources to initiatives that don’t deliver instant, quantifiable results. Short-Term Pressure The constant pressure to achieve short-term financial goals often takes precedence over long-term strategies like investing in culture. According to a Deloitte survey, while a staggering 86% of leaders believe culture is vital , only 12% of companies take meaningful steps to improve it . This imbalance is driven by the need to deliver immediate returns to stakeholders, leaving culture investments deprioritized. Loss of Control Cultural change can feel like losing control. It often requires CEOs to shift from a top-down approach to one that empowers employees at all levels. Letting go of centralized control can be daunting for leaders who are used to steering the ship with a firm hand. However, this fear can stifle growth, innovation, and employee engagement, leading to long-term stagnation. Three Ways HR Leaders Can Convince CEOs to Invest in Culture 1. Present Data-Driven Results Providing hard data is crucial. According to Gallup, companies with highly engaged employees see a 21% increase in profitability. Tools like SKOR , which assess organizational culture, provide CEOs with a predictive metric for future profits. By assessing leadership, communication, and goal alignment, SKOR helps quantify the direct impact of culture on the bottom line, giving CEOs confidence in their investment. 2. Align Investments with Business Goals Cultural investments should not be separate from business goals. Use assessments like SKOR to highlight how a well-defined culture can drive specific outcomes and also demonstrate clear ROI with lower turnover, increased profits, and becoming a magnet for talent. These improvements will ultimately lead to higher profitability, directly aligning with the CEO’s objectives. 3. Start with Small Wins Propose low-cost, high-impact initiatives as proof of concept. Introducing employee recognition programs or leadership development workshops can deliver visible results quickly, building confidence in further investments. Investing in culture isn’t a gamble—it’s a strategic decision that can provide significant long-term returns. HR leaders must play a pivotal role by using data, aligning with business goals, and demonstrating quick wins to help CEOs see the immense value in prioritizing people and culture, so they stop fearing investing in Culture.

This article contains: The Hidden Power of Values: Are They Really Driving Your People Processes? Implementing Core Values in All People Processes: A Guide Five Key Benefits of Implementing a Core-Value Driven People Processes How to Ensure Your Values are Truly Driving Your People Processes Get Your SKOR to Kickstart Your Journey to a Values-driven People Processes The Final SKOR In organizations, it's easy to lose sight of what truly matters. CEOs likely spend considerable time crafting organization's core values. But here's the million-dollar question: How closely are these values integrated across ALL people processes, especially in hiring, promoting, and firing? This question strikes at the heart of organizational culture. Core values aren't just fancy words on a wall; they're the DNA of the company. When fully integrated, they become the invisible hand guiding every decision, from who joins your team to who leads it. This article will give you meaningful insights on the importance of infusing company’s core values to people processes focusing on the following areas: Impact of core values to people processes Actionable tips on aligning core values with people processes Value of measuring workplace culture ✅Highlights of the Article  Engaged employees show higher commitment to their roles and company goals. A values-driven culture builds a positive workplace  where employees feel respected, valued, and understood. Values-based guidelines fosters trust and operational effectiveness throughout the organization. Employees who share the company's values tend to stay longer, reducing turnover and training costs. A values-driven approach also fosters customer loyalty and strengthens the company's competitive position  in the market. Directly assessing candidates alignment with your company's core values  is the key to maintaining a cohesive organizational culture when hiring Employees gain a deeper understanding of how to apply values in their day-to-day roles with training sessions that incorporate real-life scenarios and examples . A promotion rubric that aligns with organizational core values  sets clear expectations Value-based performance reviews enhance engagement, aligns employees with company goals , and supports ongoing organizational success . Clearly articulating how their behaviors or actions have diverged from the company's values  is crucial when terminating an employee. Implementing Core Values in All People Processes: A Guide The challenge in aligning company’s core values with human resource processes lies in moving from theory to practice. It's one thing to have values; it's another to live them consistently.  Many organizations struggle with this alignment, creating a disconnect between what they say and what they do. This misalignment can lead to confusion, cynicism, and ultimately, a toxic culture. Discover how measuring workplace culture can address misalignment between core values and human resources processes, and get actionable tips to conquer this challenge in the following sections. Five Key Benefits of Implementing a Core-Value Driven People Processes In today's business world, integrating core values into HR processes isn't just theory—it's essential strategy. Companies that align their people's practices with core values such as integrity and innovation cultivate a workplace where every interaction reflects these principles. From recruitment through to performance management, embedding these values fosters engagement and purpose among teams, bolstering employee retention and loyalty. This approach not only enhances organizational culture but also solidifies a reputation as an ethical employer of choice. By prioritizing values in every aspect of operations, organizations not only attract top talent but also inspire a workforce committed to shared goals and principles. Discover how aligning core values drives success and resilience in today's competitive landscape in this section. Enhanced Employee Engagement When employees see their organization consistently live its core values, it boosts their motivation to contribute meaningfully. This alignment instills purpose and strengthens their sense of belonging. Employees feel more connected to the company's mission and are inspired to actively contribute to its success. Engaged employees show higher commitment to their roles and company goals. Their dedication leads to increased productivity and morale throughout the organization. This enthusiasm comes from believing in the organization's values, driving them to exceed expectations. Overall, upholding core values creates a workplace where employees are dedicated and fosters a culture focused on achieving results. Improved Organizational Culture Core values unify employees around a shared vision and principles, fostering a cohesive work environment. This unity encourages collaboration and creates a supportive atmosphere where teamwork thrives. 📝Helpful Article A 2022 McKinsey survey of 1,000 companies found that those ranking in the top quartile for adherence to their stated values achieved on average 25% higher workforce productivity than those in the bottom quartile. Learn more about this survey in this article: Companies That Walk the Talk deliver a 300% ROI! A values-driven culture builds a positive workplace where employees feel respected, valued, and understood. This environment enhances job satisfaction and promotes better teamwork among colleagues. Overall, prioritizing core values cultivates a workplace culture that inspires mutual respect and cooperation, contributing to a productive and harmonious atmosphere. Better Decision-Making Decisions guided by core values ensure alignment with the company's mission and ethical standards, fostering sustainable and principled business practices. This approach not only strengthens organizational integrity but also enhances trust and reliability among stakeholders, supporting long-term success. Values-based guidelines provide clarity, helping leaders and employees make consistent and transparent decisions. This fosters trust and operational effectiveness throughout the organization, reinforcing integrity and ethical commitment for long-term success and stakeholder trust. Higher Retention Rates Employees who share the company's values tend to stay longer, reducing turnover and training costs. This loyalty stems from aligning personal values with organizational principles, fostering a strong sense of belonging and commitment among staff. A recent survey revealed that 80% of employees aligned with their employer's values were more likely to stay longer in their roles. This connection underscores how values alignment directly impacts retention and organizational stability.  When employees see their values reflected in their workplace, they experience higher job satisfaction and well-being, driving their dedication to the company's success. A workplace where employees feel valued and aligned with company values supports long-term growth and competitiveness in the market. Stronger Employer Brand Studies consistently show that organizations known for their commitment to core values attract a higher caliber of applicants who are motivated by more than just salary or benefits. These candidates are drawn to companies that prioritize integrity, transparency, and social responsibility in their operations. A values-driven approach also fosters customer loyalty and strengthens the company's competitive position in the market. Customers are more likely to trust and support businesses that consistently demonstrate adherence to their stated values.  This strategic alignment reinforces the company's identity, fostering a positive impact on both recruitment efforts and customer relationships. How to Ensure Your Values are Truly Driving Your People Processes Ensuring your company's core values are truly driving your people processes is essential for maintaining a strong, cohesive organizational culture. Core values should not be just words on paper; they need to be integrated into every aspect of how your company operates.  By embedding these values into your people processes, you can foster a more engaged, motivated, and loyal workforce that is aligned with your company's mission and goals. This section will provide practical insights and actionable steps to help you align your human resource practices with your core values, from hiring and training to promotions and offboarding.  Running a Core-value Driven Hiring Process It's crucial to ensure candidates align with your company's core values to maintain a cohesive organizational culture when hiring. Developing interview questions that directly assess this alignment is key.  Start by introducing each core value and its importance. For example, if integrity is a core value, explain how it builds trust and ethical behavior. During interviews, ask situational questions that prompt candidates to describe how they've applied these values in previous roles. 📝Helpful Article When it comes to evaluating candidates, many hiring managers rely on outdated myths and ineffective practices. Here is a helpful article on how to tackle this myth: Debunking Myths: 3 Steps to Better Candidate Selection For instance, ask: "Can you share a time you faced an ethical dilemma at work? How did you handle it?"  “Can you describe a time when you had to make a decision that tested your commitment to ethical behavior at work? How did you handle it, and what were the outcomes?” Look for specific examples where candidates demonstrate consistent practice of your values. This approach helps gauge their alignment beyond theory. Integrating values-based questions ensures candidates not only have the skills and experience but also uphold and strengthen your company's culture. Integrating Core-values to Training Programs Continuous training programs are vital for educating employees on applying core values in daily work. They ensure values guide behavior and decisions across the organization. Begin by stressing values like integrity or teamwork for a positive work environment. Develop training sessions that incorporate real-life scenarios and examples. For example, during a training on integrity, present a scenario where employees must navigate a situation involving a conflict of interest. By providing practical examples, employees gain a deeper understanding of how to apply values in their day-to-day roles. Regular sessions educate new hires and serve as refreshers for existing employees, keeping values top of mind in all business interactions. This approach ensures that employees understand the theoretical aspects of your company's values and feel equipped to embody them consistently Developing a Promotion Rubric Based on Core-values Creating a promotion rubric that aligns with organizational core values is essential for fair and consistent promotion decisions. It sets clear expectations and emphasizes the importance of values across different levels of the organization.  Imagine a scenario where a team leader is being considered for promotion. The rubric would specify that candidates at this level should demonstrate leadership in promoting teamwork, such as by leading cross-functional projects or mentoring junior staff in collaborative problem-solving.  This approach ensures candidates are assessed against clear criteria that align with the organization's values which promote fairness and transparency in decision-making. It ensures that promotions recognize individual achievements and reinforce behaviors that reflect the organization's core values. Incorporating Values-based Metrics in Performance Reviews Integrating values-based metrics into performance reviews is essential for fostering a values-driven culture. Start by explaining how these metrics evaluate employees not just on what they achieve, but also on how they uphold core values like integrity and collaboration. For example, during a performance review, assess how well a team member demonstrated teamwork in achieving project goals or maintained ethical standards in client interactions. Providing specific feedback on these behaviors recognizes adherence to values and highlights areas for improvement in alignment. By integrating values-based metrics into reviews, companies reinforce organizational values and promote a workplace where values are actively upheld. This approach enhances engagement, aligns employees with company goals, and supports ongoing organizational success. Setting a Clear Offboarding Process When it comes to terminating an employee, it's crucial to clearly articulate how their behaviors or actions have diverged from the company's values. This ensures transparency and reinforces the significance of values throughout the organization.  During the exit process, explain to the departing employee the specific instances where their conduct did not uphold company values like integrity or teamwork. This clarity helps maintain consistency in demonstrating the importance of values across all levels of employment. This approach reinforces a culture where every member understands and respects the values that guide the organization. Ultimately, ensuring that departures are handled in alignment with core values helps sustain a cohesive workplace culture and promotes trust among employees in the organization's commitment to its guiding principles. Get Culture SKOR to Kickstart Your Journey to a Values-driven People Processes SKOR serves as your definitive barometer for organizational culture, offering predictive insights that forecast future success and empower your business to benchmark against industry peers. SKOR’s products and services cover your end-to-end need to have the industry-leading people processes rooted in your company’s core values. With SKOR, you are not only able to evaluate your current people processes but also get a tailored high-performance strategy based on proven methods on how to develop and drive your values-centered people processes. The Final SKOR Remember, the goal isn't perfection, but progress. Regularly assess how well your values are integrated and be willing to make adjustments. Encourage open dialogue about values and how they're being lived (or not) throughout the organization. By fully integrating your core values across all people processes, you're not just building a more consistent organization; you're creating an environment where people can do their best work and achieve outstanding results. This is the essence of a strong, engaged culture. When companies consistently hire, promote, and yes, even fire based on their core values, it sends a powerful message about what truly matters in the organization. This alignment is the secret sauce that can transform good companies into great ones, creating a culture where excellence isn't just an aspiration, but a daily reality. Unlock your profit potential with SKOR! Contact us

In today’s fast-paced business world, staying ahead requires more than just keeping up—it demands embracing transformative change. Leaders are witnessing how Artificial Intelligence (AI) is reshaping operations, communication, and results. While AI is often celebrated for boosting efficiency, its impact on workplace culture is equally significant, though less recognized. This post delves into how business leaders, people managers, and HR professionals can leverage AI—not just as a tool for efficiency, but as a catalyst for creating a thriving, resilient, and forward-thinking workplace culture. AI and Workplace Culture: A Perfect Match Workplace culture is typically associated with values, team dynamics, and employee engagement. However, technology, particularly AI, is increasingly becoming the backbone of a strong, adaptive culture. AI is uniquely positioned to enhance and redefine workplace culture in ways that are just beginning to be explored. The Value of AI in Modern Workplace Culture AI’s role in workplace culture extends beyond automating tasks; it’s about fostering an environment where data-driven insights lead to meaningful human interactions, minimizing mundane tasks, and enabling creativity and innovation. Enhancing Employee Experience Through AI AI can be leveraged to personalize the employee experience by analyzing data to tailor training programs and wellness recommendations. This approach ensures that each employee feels valued and understood, which can significantly boost engagement and satisfaction. AI-powered tools can also streamline communication by managing routine inquiries and analyzing communication patterns to detect potential issues like burnout or disengagement early on. This proactive approach allows for timely interventions and improvements in the workplace. Fostering a Culture of Continuous Learning AI plays a crucial role in creating a culture of continuous learning by offering tailored learning paths based on an employee’s role, skills, and career goals. Regular updates to these learning paths, driven by performance data, help employees stay aligned with their personal and organizational growth objectives. Additionally, AI can transform performance management by providing real-time feedback and assessments, replacing traditional review cycles with ongoing insights. This continuous feedback loop keeps employees engaged and connected to their growth within the company. Leveraging AI for Business Decision-Makers For business leaders, integrating AI into workplace culture is essential for maintaining competitiveness and future-proofing the organization. Data-Driven Decision Making AI’s predictive analytics capabilities allow leaders to forecast trends and anticipate challenges, making proactive decisions that drive better outcomes. By analyzing employee engagement data, AI can predict turnover rates and recommend strategies to retain top talent. Furthermore, AI can process vast amounts of data to provide a comprehensive view of the organization, aiding in strategic planning. This holistic perspective enables leaders to identify new market opportunities, optimize resource allocation, and simulate various scenarios to align decisions with long-term goals. Supporting Diversity, Equity, and Inclusion (DEI) Initiatives AI can support DEI initiatives by identifying and mitigating unconscious bias in hiring, promotions, and other critical decisions. Implementing AI to review job descriptions and recruitment processes ensures that they are free from biased language and practices. Additionally, AI can analyze employee interactions and feedback to pinpoint areas where inclusivity can be improved. This insight helps create a workplace where every employee feels valued and included. Opportunities for HR Professionals and People Managers AI offers HR professionals and people managers valuable tools to enhance and sustain a positive workplace culture. Automating Routine Tasks AI can automate routine tasks such as resume screening and interview scheduling, allowing HR professionals to focus on more strategic initiatives. Enhanced onboarding processes, driven by AI, provide personalized plans that ensure new hires are well-prepared and supported from day one. AI can also monitor employee engagement levels in real-time, enabling early identification and resolution of potential issues, which improves retention and workplace culture. Enhancing Talent Management AI enhances talent management by identifying high-potential employees and creating tailored succession plans to prepare them for future leadership roles. By regularly reviewing performance data and career aspirations, AI helps ensure the organization is ready for future leadership transitions. Additionally, AI-driven insights into employee performance provide managers with the necessary information to effectively support and guide their teams, fostering growth and improving overall performance management. Final SKOR: Embracing AI for a Better Workplace Culture As we move into the future, the role of AI in workplace culture will only continue to grow. For business decision-makers, people managers, and HR professionals, the time to embrace AI is now. By leveraging AI, we can create workplaces that are not only more efficient and productive but also more engaging, inclusive, and aligned with the values that matter most. AI is not just a tool; it's a partner in building a workplace culture that drives success in the modern business landscape. As a CEO, I've seen the transformative impact AI can have, and I'm excited about the possibilities it presents for the future. Let's embrace AI and create a workplace culture that is not only future-proof but also one that fosters growth, innovation, and a sense of belonging for every employee. Unlock your profit potential with SKOR! Contact us

In today’s workplace, courage is one of the most powerful traits a leader can embody. At SKOR, courage is more than just taking bold steps; it’s about creating environments where people can take risks, give honest feedback, and grow. Courageous leadership ties directly into the principles of Radical Candor , as outlined by Kim Scott, and psychological safety—a concept essential for high-performing teams. Courage and Radical Candor: Speaking with Compassion and Honesty In Radical Candor , Scott emphasizes the value of "caring personally and challenging directly." This balance enables leaders to give honest feedback that is constructive and respectful. However, embracing this balance requires courage, as direct, honest conversations often bring discomfort. Yet, without them, teams lose the opportunity to improve, innovate, and address obstacles. For leaders, courage is the foundation of radical candor. It takes bravery to initiate difficult conversations, especially those that might challenge the status quo. But when leaders demonstrate that they are unafraid to give—and receive—honest feedback, they model the behavior for their teams. Over time, a culture of candor develops where everyone feels empowered to speak openly and constructively. Psychological Safety: The Bedrock of Courage and Innovation Creating psychological safety in the workplace means building an environment where individuals feel secure to take risks, admit mistakes, and share unconventional ideas without fear of judgment. It is the leader’s responsibility to foster this safety. Without it, even the most skilled teams hold back, second-guessing themselves or refraining from pushing boundaries. Courageous leaders prioritize psychological safety by openly discussing failures and encouraging their teams to learn from them. This approach tells employees that mistakes are not the end but rather a step toward innovation and improvement. Leaders who courageously share their own missteps reinforce that failure is not fatal; it’s an opportunity to learn and grow. The Courage to Lead For leaders, building a courageous culture requires: Modeling Vulnerability:  Sharing personal challenges and failures helps humanize leaders and builds trust with the team. Encouraging Risk-Taking:  Reward teams for trying new approaches, even if they don’t always succeed, which builds resilience and adaptability. Prioritizing Honest Conversations:  Cultivate a norm of open dialogue, where both positive and critical feedback are shared without fear. Ultimately, courageous leadership is about creating an environment where team members feel empowered to be their authentic selves, embrace challenges, and push the organization toward high performance. When courage is central to leadership, innovation, trust, and growth become the natural outcomes.

Last week, I attended CultureCon , an awesome event centered around organizational culture, and one particular slide from Eric Hutcherson , the Chief People & Inclusion officer at Universal Music Group, the keynote speaker resonated deeply with me. It read: The culture of any organization is shaped by the WORST behavior the leader is willing to TOLERATE. The culture of any organization is shaped by the BEST behavior the leader is willing to AMPLIFY. This insightful statement captures a simple yet critical truth: leaders are the custodians of culture. It is their daily choices—what they tolerate and what they celebrate—that define the boundaries and aspirations of the workplace environment. A further reason why SKOR assesses only Leaders , rather than individual contributors when it comes to assessing culture. Think about the power of tolerance in an organization. When a leader turns a blind eye to toxic behaviors—whether it’s chronic lateness, unchecked negativity, or a lack of accountability—they unintentionally signal that these behaviors are acceptable. Over time, this tolerance erodes the values and principles the organization claims to stand for. The gap between aspirational values and tolerated behaviors becomes a breeding ground for discontent and disengagement. Equally, the amplification of positive behavior is where cultural magic happens. When leaders shine a spotlight on actions that align with the company’s purpose and values—whether it’s going the extra mile for a client, mentoring a colleague, or finding creative solutions—they establish a new standard for excellence. Amplifying the best behaviors creates a ripple effect, inspiring others to emulate those actions and fostering an environment of growth, recognition, and pride. The interplay between toleration and amplification is especially relevant when considering how leaders handle moments of tension or conflict. It is tempting to avoid confrontation or let minor issues slide, but these moments of passivity carry weight. Every time a leader tolerates something harmful, they unwittingly reset the bar lower. Conversely, when they address problems with clarity and fairness and reward positive contributions, they reinforce a high-performance culture. As I reflected on this, I asked myself: what behaviors am I tolerating in my own sphere of influence? And, more importantly, what am I amplifying? It’s a question every leader should grapple with. Leading with intentionality and courage requires us to step into the uncomfortable conversations, celebrate the unsung heroes, and embody the culture we hope to create. Culture is not just a series of statements on the wall. It is a living, breathing entity shaped by what we tolerate and amplify every single day. As leaders, the question isn’t if  we’re shaping culture but rather how . Let’s ensure it’s for the better.

All the CEOs I speak to will nearly always believe they have A-Players on their team. But frankly its statistically impossible. There simply aren't enough A players as CEOs to then have A-players around them. As the old adage goes, A players attract A players, B players attract B's and so on. Let's define an A Player as an exceptional team member who drive success and embody the core values of their company. This doesn't mean that CEOs/leaders can't try and assemble an all-star team that delivers above and beyond for themselves and others. Every CEO/leader yearns to have 'A-Players'. However, distinguishing these outstanding individuals from the good-but-not-great can be challenging. Here are three definitive signs to help you, as a CEO (or aspiring leader), identify the true A-Players in your team (and recruit some new ones). 1. Growth Mindset: The Lifelong Learners A-Players possess a relentless growth mindset, a cornerstone value of high-performing companies. They aren't deterred by failures; instead, they see them as steppingstones to the next challenge. To gauge this trait, ask: "Can you describe a situation where you failed and what you learned from it?" Genuine answers reflecting introspection and learning signify a growth mindset. Moreover, observe their approach to new challenges – do they embrace learning opportunities, or shy away from them? 2. Transparency: The Pinnacle of Trust Transparency isn't just about honesty; it's about being direct, clear, and consistently reliable – qualities that A-Players exude. They communicate effectively, ensuring that their teams are aligned and informed. Test for transparency by asking: "How do you handle difficult conversations or decisions?" Look for answers that demonstrate open communication and a focus on problem-solving. A-Players don't just share information; they ensure it's understood and actionable. 3. Servant Leadership: Exceeding Expectations The true A-Player is also an 'Overserver' – someone who not only meets but exceeds expectations, and who lifts others as they climb. They demonstrate servant leadership, putting the needs of the team and the project above their own. To assess this quality, consider asking: "Tell me about a time you helped a colleague succeed." A-Players will share stories that highlight collaboration, empathy, and the success of others as a priority. Aligning with Core Values: A Non-Negotiable Remember, having skills and expertise is essential, but alignment with your company's core values is non-negotiable. During your assessment, intertwine discussions about your company's values. Ask how they've embodied values like a growth mindset, transparency, and exceeding expectations. Their responses will reveal not just their suitability as A-Players, but also their potential as cultural fits for your organization. In summary, while many may seem like A-Players, the true gems are those who consistently display a growth mindset, transparency, and a penchant for servant leadership, all while aligning with your company's core values. As you seek these individuals, remember that they are the catalysts for transforming your company's culture and driving your business towards high performance.

With the super bowl of 2024 now in the rear-view mirror, I can’t help but use that as the perfect metaphor for team alignment, motivation and success. I don’t know any other sport, where you have different “teams” on the field at any one time, where the overall result is made up of all their efforts combined. I’m not talking about sporting games/teams with a bench of players, etc… all team sports have a bench. The Chiefs beating the 49ers in overtime, clearly demonstrated this. The offense did their part, the defense teams did their part, and the special teams did theirs, and most of us know what happened there. The kicker on the 49ers missed the extra point in regular time, which in a standard game, is like a walk in the park for him, but as we all know, in the super bowl, there was a little more pressure on the team. If he would have kicked it, that would have been the game and 49ers would have won. But instead, he missed, and the game went to extra time where the chiefs got the touch down and won. Do you think out of the 3 "teams" within the 49ers, the offense, the defense and the special team, the offensive and defensive teams got a bonus? They lost right? So why would one team get a bonus when the overall team lost? They didn’t! The 49ers are ONE team. Not 3! But in over 99% of companies out there, rewards/bonus programs are not company first. They are department and, in some cases, individual first. If the company doesn’t hit its goal(s) that defines winning, why should one of the departments get a bonus? Yes I know the classic response. If one department hits their goals, and another one doesn’t, why should the successful department miss out? Well that all depends on the culture you’re creating. You might not know it, but if that’s your rewards program, which is very likely, you’ve created a competitive culture. Department V department. Which is fine if that’s what you want, however your company will never truly reach your potential. But if you truly want a single team mindset, one where everyone steps up and supports everyone else, no matter the role, department, situation, etc I suggest you reconsider your rewards program. Do you want ONE team winning (ie the Company) or rewarding each department/team winning when that means the overall company loses? Align everyone together or face the consequences. Align everyone together and achieve your potential. The root cause of people not performing or not being held accountable, could be several things and I’m not here stating that the rewards is the root cause of all a company’s cultural problems, however no matter what you do in other areas to try and solve for this, if rewards aren’t aligned supporting the culture you’re trying to create, you’ll always have substandard results. Sports has a lot of lessons for us in life, just watch it a little NFL and see for yourselves.

In today's remote and hybrid work environments, town halls are more important than ever for driving alignment, transparency, and engagement across distributed teams. However, without thoughtful planning, town halls can easily become tedious info-dumps that leave employees disengaged. The key is to make town halls interactive by facilitating open and honest two-way communication. Here are some common myths about town halls and how to run ones that work: Myth 1: Town halls should just be used for top-down messaging. Reality: The most effective town halls dedicate at least half the time to Q&A. Employees want the chance to voice concerns and feel heard by leadership. With remote teams, set up an anonymous ask me anything form so employees can submit questions beforehand. Myth 2: Only recognize your top performers Reality: The town hall provides an opportunity to recognize many people in a variety of ways. Use the outline below for suggestions on how much recognition of your people you actually should be doing. Myth 3: Town halls should happen quarterly at most. Reality: In a remote setting, more frequent town halls help keep employees connected. Monthly is a best practice. Myth 4: The CEO needs to do all the talking. Reality: Get other leaders and teams to present updates too. This provides diversity of perspectives. Here are 6 elements to include in an impactful town hall: Recognizing employee milestones - 4 sections. (Welcomes, Promotions, Birthdays & Anniversaries) Recognizing employee behaviors (aligned to your values of course) and achievements - Shine a spotlight on top performers. Community - Spotlight employee stories/wins and foster connections. Vision and strategy reminder - Connect current efforts to the big picture. Company updates and progress to goals - Share successes and challenges honestly. Q&A - Reserve at least 35-40% of time for unfiltered Q&A. Inviting tough questions (like and anonymously) builds trust and shows you're not afraid of transparency. Be vulnerable and answer honestly always. Keep town halls engaging and energetic. With planning and commitment to transparency, town halls can be your secret weapon for keeping a thriving remote workforce aligned and engaged.

Aaron Levie, founder and CEO of Box, the enterprise cloud company, "At any given time, " Aaron said, "some significant percentile or people are working on the wrong things. The challenge is knowing which one." Above is an actual scoreboard from first software consulting/software company that successfully exited in 2011 If public goals are more achievable, because they are public, why do so few leaders and organizations not share their goals/numbers? Can you imagine if an athlete on any field, (football, soccer, rugby, baseball, etc), not see the score or the time left? How would they perform? It still blows my mind when I speak with leaders about how they share the goals and performance with their teams and they say, in a quarterly town hall. After the fact? What would happen if an athlete on the field wouldn't know if they won or lost until 3 months later? Sharing the metrics is one thing, and sharing the actuals in a near real time basis is next level. Simply put, sharing fosters a culture of trust and collaboration within your company. When leaders share the company’s performance and goals, they are essentially placing trust in their teams. This, in turn, empowers the teams, making them feel valued and respected. It nurtures a culture where employees, too, are motivated to reciprocate the trust by aligning their efforts towards the company goals. At SKOR, we believe sharing goals and results with your team as the game (or quarter) is playing out is key to winning. When everyone knows the score, something exciting happens. Teams push harder, work together, and find new ways to score points because they know exactly what’s needed to win. It’s not just about working hard but working smart and together towards a clear, shared goal. In a company, when leaders share goals and how the company is doing, it does a couple of cool things. First, it shows the team that leaders trust them with this important info. That feels good and builds a strong, positive work culture. Second, it turns every team member into a player who can see how their work helps the company score points and win. At SKOR, we’re all about helping your team see the score, understand the plays, and celebrate the wins together. We’re here to help you share your company’s goals and scores in a way that’s easy and exciting for everyone to follow. And in turn see the company exceed its goals.