Entrepreneurs understand that talented people are essential to building a successful company. Where opinions begin to differ is around what kind of culture brings out the best in those people.
Some leaders worry that putting people first means lowering expectations or putting employee happiness ahead of business results. I see it very differently.
A people-first culture is not a people-pleasing one. It is an environment where talented people can flourish and perform at an exceptionally high level. People know they are valued and supported, while also understanding that excellent work is expected of them and accountability is part of being on a great team.
Being people-first and being profitable are not competing priorities. When people are highly engaged and proud of where they work, they bring more of themselves to the job. They care deeply about serving customers and finding ways to strengthen the organization. They take responsibility for the quality of their work because they know other people are counting on them. That kind of commitment produces strong results and helps build a financially healthy organization.
For many years, I have taught that the success of an organization is directly determined by the quality of the people it can get, grow, and keep on its team.
Exceptional people have choices. I sometimes refer to them as voluntary employees because they are talented enough to leave and find another good job, yet they choose to stay. I wanted to understand what made those people choose one organization over another, so over the years I surveyed more than 10,000 high-potential employees at top companies around the world.
Their feedback was consistent. Meaningful work and continued growth were important, as was the opportunity to work alongside talented colleagues. They placed tremendous value on having a leader they trusted and respected. They wanted to be part of a culture where they could do exceptional work and be proud of the organization. When people find that kind of environment, they have compelling reasons to stay. That same reputation attracts other exceptional people.
Customers notice as well. It is one of my favorite axioms: The customer experience will never exceed the employee experience. How people are treated inside an organization influences how they treat the people they serve.
Years ago, I worked for a billionaire who had built more than 80 successful companies. I asked him what he considered the most important thing he had learned about business. He answered without hesitation: “John, you can kid yourself about a lot of things, but it’s all people, people, people.”
He was right. Everything an organization accomplishes ultimately comes through its people. That is why a people-first culture is fundamental to organizational excellence, and why culture becomes such an important part of your brand. It helps build a company talented people want to join and customers feel good about doing business with.
John Spence is a global expert on leadership and organizational excellence. As a speaker, workshop facilitator, and executive coach, he helps leaders turn complex business challenges into clear strategies and practical action. Learn more at JohnSpence.com.
John Spence is a global expert on leadership and organizational excellence. As a speaker, workshop facilitator, and executive coach, he helps leaders turn complex business challenges into clear strategies and practical action.
