Socializing Your Purpose Statement

people-woman-coffee-meetingThere are many different versions of a Purpose Statement.  Some call it, the mission statement, the WHY or the Go-To statement, but they all drive toward answering the same question though, “Why are we in business?”  Now that you have defined your Purpose Statement, with the input and guidance from your cross functional teams, it is time to broadcast it.

By all means, allow the employees and teams that were involved in creating it help you to socialize it throughout the organization.  This serves two purposes.  One, your team is invested in this statement and will appreciate seeing it trumpeted to the rest of the organization and their work celebrated and two, the rest of your organization feels differently about edicts coming from top management than they do about edicts coming from their peers.  The likelihood of success is much greater when it comes from both.  You can’t be everywhere at once, especially in a large organization, so anoint your team as the ambassadors of the Purpose Statement.

So, let’s talk about way in which you can socialize this message.  Is there a Company newsletter?  Run the cover article covering the new Purpose Statement, explaining what it means to you and to the team that helped to design it.  Make sure you publish their names and, if possible, their pictures.  Everyone likes to see their name in print attached to a corporate initiative.  Perhaps there are company-wide business meetings that occur monthly or quarterly.  Have a banner printed up with your new Purpose Statement.  Let it scroll down behind you as you announce the new direction.  Allow each of the team members to come up and speak about what it means to them personally and how they think they will apply it to their daily lives at work. Giveaways, while a little corny, do work to keep the message in front of everyone.  Mousepads, sports bottles, key chains are all inexpensive reminders of what you stand for.

Start to use the words and phrases that are incorporated into your Purpose Statement in your verbal and written communication. People repeat what they hear and read.  Think about ways in which can act that will be physical manifestations.  If your Purpose Statement talks about giving back, think about ways you can show you are giving back.  Can you set up a charity for employees that run into financial trouble?  A Lend a Hand Fund so to speak.  Can you engage with a local charity and support back to school or Thanksgiving food drives?  You will find that the more ways you can think of to deliver your message, the easier it will become for employees to understand it and live it.

Uncovering Your Company Culture

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Ask yourself some quick questions and you can likely uncover your Company culture that exists today.  Although employees often ask these questions, sometimes members of management forget to ask the very basic questions that help them to understand their Company Culture from the employee’s point of view, good or in need of improvement.    Do we do our best to meet employee’s needs?  Do we treat each other with empathy, dignity and respect? Do we respond to our customers, internally and externally, with urgency and positive impact?  Do we hold ourselves accountable?  Are we inquisitive? Do we empower our employees to amaze our customers?  Are we consistent in delivering excellence? The answers to these questions will help you to start to get a better idea of how your culture is shaped.   

After asking, the easy part, and answering honestly, the hard part, you will have a good idea of your current company culture.  There may be facets of that culture that you think it would be healthy to change.  In order to change, though, everyone needs to be on the same page and moving forward in the same direction.  It is often useful at this stage to create a focus group of employees who will create and take the journey with you to develop a Purpose Statement for your Company.   There are many different versions of this, the mission statement, the WHY, the Go-To statement or the Purpose Statement.  They all drive toward answering the same question though, “Why are we in business?”

Kick off your focus group with cross functional participation.  Explain the purpose of the meeting and open a brainstorming session.  The idea here is to get as many thoughts on a whiteboard as possible, not to qualify them at this point.  Let the team go away for a week and think about the ideas that have been generated.  At the next meeting, start to work through which ideas capture the essence of who you think you are or want to become as a company, the reason you would tell the rest of the world for why you are in business.  This statement should be “action-oriented” and should inspire people to actively DO something. Well written purpose statements not only help to guide your team internally toward a common understanding and goal, but are valuable tools externally for attracting quality candidates and customers. While the statements themselves serve as reminders of what is important to your organization, the process of engaging the workforce to develop them allows people to feel ownership for “their” organization.

Once your Purpose statement is finalized, which is a big step in the right direction, and one you should celebrate with the workforce, you are not yet finished.  Next, you should decide how to socialize and message these statements. You might look at adding them to mousepads as free giveaways, using them on your website or having an artist depict them on the wall in the lobby.  The point is to continually incorporate your Purpose Statement into the way in which you do business until it is ingrained and second nature.

As a side note, culture can and should be driven by initiatives, performance metrics, goals and other measures, but culture also needs to be driven by the less tangible, kindness, compassion and empathy.  Cultures are driven by the words used and the deeds carried out every day.  They are driven by doing what is right for your employees as human beings.  By bringing in flowers on Mother’s Day, by handing out Good Gotchas, by taking the time to listen and to genuinely care.

When Startup Culture Changes

startup-photos-largeIt is a very intense time when a startup first goes into business. Everyone is working full-tilt and you likely have a small, close-knit staff that appreciates a fun and free atmosphere. But there will always come a time when a startup is no longer a startup. Either it goes out of business or continues to mature into a regular company. This is a transition few, especially young people, tend to think about when they dream of beginning a new startup. But the fact remains that startup cultures, by definition, are ultimately unsustainable for a number of reasons, and it’s critically important to have a vision for your business beyond the early stages and a plan for when the inevitable transition occurs.

Fix The Typical Weaknesses Of Startups

For example, spending often gets out of hand at startups because you want to have a good time around the office, offer fun perks and haven’t gotten around to hiring an accountant yet. If you don’t have an accountant or finance person to manage, interpret and advise you on the numbers, it’s critical that you bring one on. Know also that many startups fall into the trap of making emotional rather than rational decisions. This is especially true when it comes to creative differences and underperforming employees. You may like them and want them to stay around. They may be old friends. But at some point you’re going to have to start making the tough business decisions, and that includes letting people go if necessary.

You’ll Need To Bring In New Employees

Of course it’s possible your new employees will hold the same passion for your company that you and your original team do. But it’s also likely that they’ll be a step down when it comes to engagement. It’s the responsibility of you, your employees and the established company culture you’ve built to get any new employees as impassioned about your work as you are. You will not only need to bring in these new employees, you will have to train them. Sometimes, that means abandoning your startup’s stereotypical laissez-faire attitude for some micromanaging. It’s very important to develop a good training program at your company as well – without one, you risk new employees getting confused or lost and ultimately dissatisfied.

Your Organization Will Start Getting More Complex

When an organization starts to get more complex, it will require more complex methods of managing it, many of which are typically adopted by more “normal” businesses. You will need to choose your leaders carefully at each level. You will need to be able to distribute workload more fairly, so typical long startup hours are not needed to be worked by large numbers of people. Long hours are usually a necessity at the beginning, but it’ll only be so long before disillusionment and burnout set in.

Keep Your Startup Culture Alive!

While by definition a “startup culture” never lasts forever because your company isn’t a startup forever, there are some things you can do to ensure that “new startup feel” continues. Perks are nice, but they aren’t going to keep employees invested in your business in the long term. Make sure to always listen to the suggestions of other employees while having a defined hierarchy. Hold onto your established values. Reflect upon them, and live them every day during your startup.This will help ensure continued growth and employee engagement.

Raising Funds For Your Startup – Without Investors

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You’re an entrepreneurial spirit; you have an idea and you know it has potential, but you’re just not sure what to do next.

Well, one of the first things you’re going to have to do is get some money. That’s the hard and fast truth; it’s incredibly difficult to get a business off of the ground without at least a little bit of financial capital to work with. But for some, the idea of fundraising is appalling, and finding funds through an investor seems even more daunting.

The good news is that there are ways to build funds for your business in its first phase that don’t involve pitching to potential investors. So, if you’re an investor who wants to avoid the standard path to fundraising, explore some of these alternatives:

 

Back Yourself

This is probably the most difficult (and scary) option to wrap your head around, but honestly, if you really believe in your business, you should be ready and willing to invest yourself fully into your idea. Depending on how financially established you are, you may have a few options that you can tap into. Look at your savings, and determine how much you can reasonably put towards your business. If you have a mortgage you may be able to refinance / make use of your home equity.

Remember, no one is going to want to invest in a business if its founder isn’t willing to put a bit of their own money on the line.

 

Partner with the Correct People

This really comes down to networking and networking well. If you have people in your network that believe in both your business idea and you, you may very well have the co-founders or investors you’re looking for right there within arm’s reach.

As an entrepreneur, you should always be working your network, and your network’s network to build connections. You’ve probably already researched the various channels you’ll need to access when growing your business (distributions, supplies, clientele, etc.), and made connections with people in all of those realms. Don’t be afraid to look for investors within those channels.

One of the most important parts of your business will be the people that you build it with. If you can get an existing supplier to invest in your business, you’ll not only have an investor….you’ll have the supplies that you need.


There are a few other ways that you can get around the investor pitch. Check back soon for more ideas!

Spending Wisely in the Startup Phase

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Startup culture has been known for being a bit more extravagant than traditional business environments. The culture of fun, free breakfasts, and happy hours has as much pull for potential employees as the promise of making it big when the startup finds huge financial success.

But, there is a huge responsibility of the founders to make the proper spending decisions for the health of their business. Every business requires different upfront investments, but these are a few of the things that all startups should consider when budgeting out the money from their initial rounds of funding.

 

Investment in a solid business plan

If you’re at the stage where your business has already received funding, it’s likely that you have established a great idea for a business. But, before you move forward with growth, make sure that your business plan is fully flushed out. A good business plan will detail the specific lines of action and objectives that you are looking to carry out within your business. The research that goes into building your business plan will also provide insight on your market and what needs to be done internally to operate successfully within that realm.

Market Research

Spending some upfront cash on market research is hugely important to the viability of your business and is closely related to the building of your business plan. You may be deeply attached to a certain aspect of your business, but in-depth market research may prove that the industry isn’t interested in it. Research will help you to understand your industry and help you to fine tune your target audience.

Get An Accountant (& CFO)

Many startups are hesitant to make an early investment into hiring “the finance person”. But, getting someone analyzing your numbers sooner rather than later may very well save your business in the long run. In an environment where it may be tempting to go bigger or faster, your business will benefit from having an individual whose one and only job is to hold you accountable for spending. An experienced accountant and CFO will be able to provide insight on the return on investments and put your business’s financial health into perspective.

A Customer Support Team

No matter what industry you’re in, a customer service team should be hired and built out the moment that you sell your first product. Nothing is perfect, and it is inevitable that your customers will have questions and/or concerns. It is essential to have someone(s) equipped to answer any incoming inquiries from your clients or customers. In the early stages of any business, dissatisfied customers can be the end of your business before you even get your feet off of the ground.

Social Media

There is a bit of a divide in the industry as to whether or not startups should be spending money on social media advertising campaigns. Some thought leaders feel like social media activity should remain free and organic. But the truth is that social media marketing is the future of marketing. Your competitors are spending money on social media, and you should be as well. In the early stages, your social media spend does not have to be huge. Budget a few hundred dollars a month towards promoting facebook posts and tweets; make sure the spend is highly targeted to get the most out of your money. (That’s where the previously mentioned market research comes in handy.)

For sources and more information, check the following articles: Inc. , TechCrunch, Entrepreneurs, Forbes

Stereotypical Startup Culture Can Be Detrimental – Part 2

sherrie suski startup culture

Last month, I started to explore the ways that the stereotypical culture may be detrimental to a business’s overall health. This is not to say that there aren’t benefits to the fun, laid back atmosphere that everyone associates with startups.

However, I do believe it is important for entrepreneurs that are looking to grow their companies to consider these points when developing the plans for their company culture. We already touched on how many startups spend too much money and face the issue of unclear boundaries between superiors and subordinates. This month we’ll touch on a few more company culture decisions that may not reap the positive results that they are expected to reap.

 

The “Hands Off” Approach is Not Always Helpful

Many companies live and breath the low-key “laissez-faire” approach to management and culture. When hiring “cultural fits” is the focus of the recruitment process, the mindset is often that the new hires will fall into place. Many startups feel that it’s easier to just let the new hires adjust and discover things on their own, rather than forcing them into endless meetings and orientations when they start the job.

The problem with this approach is that the lack of engagement leaves the new employees’ development up to chance. If employees aren’t explicitly informed about the work quality and cultural expectations, they are never given the chance to develop according to the company’s intended standards. Company culture, standards of work, and the overall environment may begin to suffer over time as the lack of direction starts to take its toll.

 

Charisma Isn’t Everything

This is probably the most controversial point in this series. The reality is that many startups will hire based on culture fits, and the expected culture for startups is “fun, charismatic, people-persons”. This will undoubtedly make for a very pleasant place, full of employees who can easily make friends and create beautifully intune work.

But, it’s extremely important for startups to look beyond the perfect culture-fit and to also hire employees that have the skillsets and work ethics to build the startup into profitability and greatness. A business cannot be successful if everyone is fun and personable, but no one really has the skills that are necessary to build and innovate.


 

For more ideas on startup culture, check out the Entrepreneur articles that inspired me: here & here

 

Stereotypical Startup Culture Can Be Detrimental – Part 1

startup culture

This is the era of the startup. Between the simultaneous unemployment crisis America has been experiencing in for the past few years, and the technological boom that is seemingly unstoppable, startups (primarily in the tech sector) have been popping up left and right. With this influx of startups came an entirely new culture: one of relaxed schedules, no dress codes, huge personal freedoms, and a never ending supply of snacks. The stereotypical startup is full of young, charismatic go-getters who thrive in a “fun” and “casual” workplace.

While this new culture and mindset have been hugely beneficial for some companies (see: Google and Facebook), it may not be the right move for all startups. There are a few ways that “startup culture” can actually do more harm than good for certain startup businesses.

 

Too Much Money is Being Spent

This is actually one of the biggest problems that many startups are facing. Everyone wants to emulate the Google culture, with the free food,  the games, and the chic & fun office space. But, the reality is that most startups cannot afford those overhead costs. Many companies will use a lot of the money from their investors to foster this fun space. While this will absolutely make a great impression on both employees and clients alike, it’s important to make sure that your company is saving money and focusing funds on creating a viable product/service.

 

The Lines Between Boss & Subordinate May Be Blurred

The beautiful part of startup culture is that it’s generally an environment of openness and personal connections. For a lot of companies, “culture fit” is important and people are hired based on how well they will get along with the existing employees. This creates a comfortable place of work and creativity, which is fantastic for productivity.

However, this wholly democratic environment may may lead to issues when hard decisions or conversations need to take place. If the bosses aren’t seen as leaders, and are instead seen as friends & peers, it makes it difficult to reign in a rowdy team, or to provide disciplinary action when an employee is out of line.


 

Be sure to check out the blog next month to learn more about the potential downfalls of the stereotypical startup culture.

Don’t Make the Classic “Startup Mistakes” – Part 2

startup office

Last month, I started a list of the most common mistakes made by newly formed startups. Starting a business is absolutely a leap of faith, so it’s important that you do as much as you can to set yourself up for success. Let’s go through a few more ways to avoid missteps while trying to build a healthy, strong, viable business.

 

Be Realistic

This is applicable in every aspect of your business model. When your company is finally off of the ground, and it’s time to start taking on clients (or delivering goods), it’s vastly important to make sure that you can deliver on what you promise to your clients. Don’t take on a huge contract just because the money is good; make sure that you have the resources to follow through. The last thing that you want to do is have your first clients be disappointed; the news of bad business practices travels fast. Do everything that you can to ensure that your initial clients are beyond satisfied.

 

On that same note, be realistic about growth and spending. Younger generations are flying to opportunities that promise “startup culture”. There will not be a shortage of applicants looking for the opportunity to be a part of your new (potentially hugely profitable) company. It’s important to be mindful of your growth in terms of hiring. Also, try to avoiding stretching your budgets to offer “perks” like catered lunches and happy hours just to keep up with what everyone else is doing.

 

Find the Correct Investors

As startups begin to grow, it is not uncommon for cash reserves to start diminishing. As you start looking for your second round of funding, you’ll undoubtedly encounter several investors whose interest is piqued by what your startup has to offer. Before you make an agreement, and papers are signed, be sure that you and your investor(s) are on the same page. You want to avoid getting into partnerships where a common interest is mistaken for a common vision. Come up with agreements about expectations, and trust your gut. If you don’t think that an investor will align with your goals and expectations, it’s likely that they will not.

 

For sources & resources, go to these sites: American Express & Forbes & Entrepreneur

 

Don’t Make the Classic “Startup Mistakes” – Part 1

startup mess

It takes a great deal of courage to take the plunge and open your own business. The startup lifestyle is a hugely rewarding one, and can be extremely lucrative if it is carried out correctly. But it’s also one of long hours, very hard work, and a lot of faith. As an entrepreneur and owner of a startup, the pressure is on you to make good decisions, as your livelihood (and the livelihood of others) quite literally depends on it.

The one thing that you want to do is avoid making the same detrimental mistakes that other startups have made in the past. The following pieces of advice will help you avoid making damaging mistakes early on in your startup’s life.

 

Make Sure Your Business Isn’t Too Niche

It is true that a niche project can be the ticket to a wildly successful business. The general thought process is that niche industries usually mean fewer competitors and a higher probability of making it big. But, the reality is that a truly good business model will always have competition. The true test is whether your product and business model will be strong enough to beat out the competition. Avoid making the mistake of starting a business with a niche so small that there is little to no possibility of long term growth.

 

Time Your Product (Or Service) Release Properly

Jonathan Wegener, founder of Timehop was quoted saying “”The biggest mistake I see is companies waiting too long to release the product.” This is absolutely true. Many founders and their founding employees get caught up in trying to release the perfect version of their product or service, and that can be hugely detrimental for their timeline. It’s important to take a step back and determine if the Minimum Viable Product has been created. If so, launch! All of the extra bells and whistles can be added on as your business moves forward; they aren’t important for your initial launch. Avoid wasting time and resources upfront; use your initial product to gain resources, a following, and investors.

 

Be sure to check back next month to see more tips to avoid the most common startup mistakes.

 


 
To see the resources for this article, see here and here.