Most owners skip the operational rhythm that holds a company together. You need shared beliefs, financial alignment so employees understand the P&L, regular cadences like weekly huddles, and measurable year-over-year growth. Without that structure, nothing else matters.
I look at people and culture in 4 ways. Number 1, every company has to have some type of mentality. What do they believe in? 2, they have to have vision, both short-term and long-term. And then I would even challenge that people should be tied into the P&L of the company so they understand how the whole thing makes money and how we all reap benefit. 2, you need a rhythm. What's your cadence? Are we having weekly huddles? Are we having quarterly renewals? How are we understanding the beat of the drum? Last is performance. Frankly, I can have those 3 things, but if we're not actually performing, it probably doesn't really matter, right? We're doing those first 3 things that we could be held accountable, some form of year-over-year improvement and year-over-year growth. And if those are laid out and methodical, then we can start training people to run them for us. If I'm building an organization that's about we, not me, there's something cool about how we all come together for the greater good. And so yes, you're going to see things at your own company that you don't like or you don't agree with, but the question is, are you growing? Are you retaining people? And are your customers satisfied? If the answer is yes, why do you care so much?
