I like keeping things simple.

Look at the results you are getting as the leader. They could be operational issues like productivity or safety, they may be financial like gross profit or net profit, or they may be people measures like absenteeism or levels of engagement.

The number one thing driving those measures is the current culture of your organisation. If your safety stats are poor, chances are you have a less than ideal safety culture. If your net profit margin is low, you could have a culture of not focusing on lowering costs. If you have high levels of absenteeism it’s almost certain you have some toxicity in your culture. Peter Drucker once famously said “culture eats strategy and structure for breakfast.” In other words, culture is king.

I have spoken to business leaders and owners in the past that have lamented on the state of their culture. They wished their people were more connected and cared more about their organisations. They look at their results and are frustrated that they are not more positive. It’s a difficult conversation to have, but I point out that it is leadership that drives culture. Leaders have to own the results that they are getting.

The good news is that where a leader is willing there are plenty of things they can do to improve culture. My Care Factor 100 Principles are aimed at helping leaders engage their people and improve their culture. In summary, they;

• make sure your people are crystal clear about what is expected of them
• provide regular and honest feedback on people’s performance (good and bad)
• involve your people in your organisation’s vision, strategic priorities and action plans
• provide your people with opportunities to grow and develop
• create an environment where your people feel like they belong.

Care Factor 100 is about helping you get 100% of your people to care 100% of the time.