It seems pretty straightforward that the better an organization’s culture, the higher the likelihood of more productive outcomes. The challenge is why so many companies don’t get this simple and profound recipe for success.
Over the past few weeks, some personal experiences have magnified this matter. This is not about judging this or that organization but, more importantly, using this example to bring this subject matter to a higher priority in leaders’ minds.
Keeping the details to a minimum, vehicles these days are drivable computers. There is so much electronics on the vehicles that when something gets flaky, then unfortunately, it is pretty much back to the dealer for service. Although the vehicle in question was not experiencing direct electronic issues, the key fob for opening doors and starting the vehicle had been misplaced. We did have a second key fob, so it was not an emergency. In reaching out to a dealer, it was discovered that they needed the vehicle and the fob to get the correct part data to order it, as it was not a stocking item. Once it arrives, it needs to be programmed, etc. Thus, it starts the process of acquiring a replacement fob.
Upon arrival at the dealer, the parts department ordered the correct part. So far, everything is going smoothly. Then, it was off to the service department to schedule an appointment to program the fob once it arrived. All of a sudden, it was like a different company. The organization’s culture dematerialized between the walls of the parts department and the service department. The efficiency and welcoming environment of the parts department vaporized. The service department came across like it was a nusence to request such a service appointment. What was even stranger was that one part of the organization was promoting a while you wait for service, and the other said the vehicle would need to be left for the day. Once that was sorted out and it was to be a while before you waited for an appointment, it would not happen for 3 weeks even though the part would arrive the next day. As it was not an emergency, the appointment was scheduled. After 3 weeks, the day before the appointment, at about 5 pm, a call from the dealer wanting to reschedule the appointment came in. After a brief discussion, they conceded, and the vehicle was to arrive as scheduled. Upon arrival, the service department greeted me as I had anticipated. Their culture had eroded their attitudes so much that they hardly wanted to address the programming as a while-you-wait service. After a short time, they indicated that the vehicle would need to be left for the day. Needless to say, the vehicle left the building without the replacement fob, and they will no longer be getting my vehicle for any service-related matters. Fortunately, the missing fob showed up.
This event caused such concern that the dealership leadership was contacted to express concern about the nature of the environment in the service department. There was no return call from leadership. As there are colleagues familiar with the dealership, they were contacted, and they confirmed their experiences with similar challenges with the service department.
This situation highlights the criticality of the culture a leader sets and upholds in their organization. Recent complaints from owners about the talent in the marketplace may have some merit, but more importantly, what is the culture that leadership sets in motion to attract the best-in-class talent and best customers? If leadership does not take their culture seriously, it will take on the shape of whoever is working in a given area. At the dealership, the parts area was responsive. The service department was confused and nonresponsive.
This week, self-evaluate how you, as your organization’s leader, are crafting and supporting a culture that attracts the best talent and customers. Yes, there are business challenges to navigate, but if you have a solid framework and foundation to build your culture, it will hold up against the greatest storms of the marketplace.
Need a Promise Guide to help navigate your culture development? Call JKL Associates at MI (313) 527-7945 or FL (406) 984-7246
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