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Con­trac­tor Coach PRO’s Tips for Devel­op­ing a Strong Com­pa­ny Culture

With­out an under­stand­ing of who you are as a com­pa­ny, it’s chal­leng­ing to fig­ure out what your goals are and how you want to accom­plish them. Before you can cre­ate a train­ing pro­gram, build bet­ter process­es, or hire a new sales team, you should define and enforce a strong com­pa­ny culture. 

You could have the most leg­endary ath­letes in his­to­ry on the same team, but if they play dif­fer­ent sports you’d be in trou­ble. Align­ing a team – much like align­ing a com­pa­ny – is the key to suc­cess and unlock the poten­tial of each per­son on the team.”

Your com­pa­ny is full of rock­stars and each of them con­tribute a dif­fer­ent set of skills and pas­sions to help your com­pa­ny win. To cre­ate a tru­ly suc­cess­ful team out of those rock­stars, you have to estab­lish a mutu­al dream, vision, and pur­pose with­in that cul­ture. This will help make guys in the field feel con­nect­ed to those in the office, pre­vent­ing dif­fer­ences in skillsets from feel­ing like your employ­ees are play­ing in com­plete­ly dif­fer­ent sports when they should be work­ing together

We sat down with Nathan Tebe­do, a coach at Con­trac­tor Coach PRO, and got him to spill his secret recipe for dis­cov­er­ing, doc­u­ment­ing, and imple­ment­ing a sol­id com­pa­ny culture.

Before any con­crete plan­ning takes place, you need a dream. A dream pro­vides an over­ar­ch­ing under­stand­ing of why you’re doing what you’re doing and helps cre­ate a vision for the end goal.

Begin to ask your­self where you see your busi­ness in three years. Doc­u­ment the fol­low­ing ques­tions in detail so you can refer back to them as you move through the process:

How many sales employ­ees do I want?
What’s my rev­enue goal?
What is the office aes­thet­ic?
What does it feel like to work here or be a cus­tomer?
How do we com­mu­ni­cate with one another?

This step may be the most dif­fi­cult. A pur­pose state­ment is a short phrase that describes com­pa­ny cul­ture and com­pa­ny pur­pose. Once devel­oped, put the phrase every­where from trucks to busi­ness cards. Believe the state­ment and live by it.

First, get your core team togeth­er to answer the fol­low­ing ques­tions:

What are we offer­ing?

What are we offer­ing to employ­ees, the com­mu­ni­ty, cus­tomers, and the envi­ron­ment?

Who is the tar­get mar­ket?
Who is the ide­al cus­tomer? Where are they? What are their demo­graph­ics? On the flip side, who do we not want?

What are we try­ing to accom­plish?
Oth­er than the gener­ic answer of fix­ing roofs and win­dows, are we chang­ing the way peo­ple view con­trac­tors? Are we pro­vid­ing an edu­ca­tion­al place where peo­ple learn about the indus­try? Do we help employ­ees with self-advance­ment, and pro­vid­ing careers for oth­ers?

What is our unique val­ue?
What sets us apart from every­body else? What makes us dif­fer­ent?

What com­peti­tors do we admire?
Who are we com­pet­ing with that does things that we like? Who do we not admire? List those peo­ple and their cer­tain qualities.

It’s absolute­ly key to bring in all employ­ees on this next por­tion. Allow everyone’s cre­ativ­i­ty and per­son­al­i­ty to struc­ture the pur­pose state­ment. Col­lec­tive­ly come up with 25 – 35 key words or phras­es that describe your com­pa­ny. Words like integri­ty or pas­sion. Start to see how themes devel­op, pull them from the list, and mix and match them to build your pur­pose statement.

Con­trac­tor Coach PRO’s state­ment is: We coach con­trac­tors to win.”

Core val­ues describe the virtue of your com­pa­ny: eth­i­cal, pro­fes­sion­al, etc. Your core val­ues pro­vide the stan­dard by which you treat employ­ees and cus­tomers, train and hire new employ­ees, or decide if a par­tic­u­lar deci­sion is right for you. You can always ask your­self if a deci­sion aligns with the company’s core values.

List all the things that are impor­tant to you as a team or busi­ness. Then pick 3 – 5 words from the pur­pose state­ment and elab­o­rate on what each word means. Dis­play and mem­o­rize these in order to inter­nal­ize your core values.

Start with your vision. The vision was the out­look of where you want to be/​what you want your com­pa­ny to look like. In one year, what can you do to get your­self clos­er to that mis­sion? Give the mis­sion a catch name such as oper­a­tion dom­i­na­tion.” Set a clear­ly defined goal such as gain­ing 20% mar­ket share in an area. Make a list of what you may need to achieve that mis­sion: how many sales peo­ple are need­ed, the num­ber of tracks, the amount in pro­duc­tion, and rev­enue and prof­it mar­gin.

Broad­cast the mis­sion of where you’re going and how you’re going to accom­plish it. Post it next to your core val­ues so every­one is on the same page.

Get rid of white noise that dis­tracts you from achiev­ing your one year mis­sion. Encour­age account­abil­i­ty and com­mit­ment from all employees.

Exe­cu­tion and imple­ment­ing is the dif­fer­ence between chang­ing the cul­ture, or sim­ply going through some­thing that will fiz­zle out. The final ques­tions you should ask your­self is: If some­one was to vis­it us and watch us work, what would they see that allows them to describe our cul­ture accurately?

Thanks again to our friends at Con­trac­tor Coach PRO for putting togeth­er these tips for our Com­pa­ny­Cam users. Click HERE to set up a free coach­ing call with one of their coach­es. Make sure to put Com­pa­ny­Cam” when it asks who referred you!

Con­trac­tor Coach PRO helps your busi­ness decide what’s work­ing well, and helps you fill in the gaps in all aspects of your busi­ness, includ­ing Cul­ture, Set­ting and Exe­cut­ing Goals, Sales Process, Pro­duc­tion Process, Admin Process, Pro­pri­etary Sys­tems, Dig­i­tal Pre­sen­ta­tions, All-Star Mar­ket­ing, Train­ing Process, Hir­ing Process, and Pro­tect­ing your Business. 
Con­trac­tor Coach PRO pro­vides per­son­al coach­ing to devel­op the process­es and sys­tems that quick­ly scale your busi­ness with­out tak­ing on addi­tion­al overhead.
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