Episode Transcript
Speaker 0 00:00:03 Welcome to the culture of things with Brendan Rodgers. This is a podcast where we talk culture leadership and teamwork and plus business in
Speaker 1 00:00:22 Hello, everybody. I'm Brendan Rodgers, the host of the culture things podcast. This is episode 28 today. I'm talking with bill Clifton. Bill is the group managing director of band law based in the Hunter Valley, which is about an hour North of our beautiful central coast. The Hunter Valley location is band Lewis, main manufacturing and research and development facility. Bain Lord is leading the way in the innovation of unified fuel management solutions and services globally. They design and manage these systems for mining container handling ports, rail, and transport industries. Their fuel systems can be found throughout Australia, Europe, the U S Asia and the Americas. I heard bill talk about the ban law culture through an industry event and make contact with him to learn some more. When we spoke, there was some great real life culture building experience that needed to be shared. Thankfully, bill has agreed to do that today. The focus of our conversation is to share Bill's experience in developing a culture at band law, that he is proud of. Bill. Welcome to the culture things podcast.
Speaker 2 00:01:27 Thanks, Brendan. Looking forward to it,
Speaker 1 00:01:29 Mike, thanks for taking some time in your busy schedule today. Now we're just checking off here about you just need to get the pay runs done. So you'll have a lot of happy employees. Now I take it
Speaker 2 00:01:40 Well, they might not knock on the door, so I'll be right. I'll get some time.
Speaker 1 00:01:43 That's awesome, Mike, thank you very much. You've been in the fuel game a hell of a long time. Do you want to just tell us a bit about your journey in this game and watch brought you to ban law?
Speaker 2 00:01:53 Sure. Randomly we, um, been in, well, the family were in the field games installing 39. Somehow I got into the family business. Once the computer age came, I was at university and all of a sudden I had to put in a computer back in about 1980. I got involved with the shell organization through that and ended up being, you know, involved, traveling with shell around the country, helping others to set up. And I really enjoyed the business side of things. And so I started in that business and I didn't go out. And the good thing about the fuel businesses that we came to understand how expensive it is, the cost per liter. We were a consignment agent. We were responsible for any leader we lost. So we became really, really good at managing inventory. So as time went by, I moved to Newcastle in 87, picked up the show business in Newcastle hundred surrounds.
Speaker 2 00:02:55 In fact, at Berkeley Vale, we used to have this show, the power down, dig. It was apprentice drive in Berkeley bar and we amalgamated and rationalize that we did quite well. And then she'll realize how much money we're making and they decided that maybe they should own the business. So we sold the show in 97 and, uh, from there I stumbled and did some oil importing for hotel and Exxon. And then I came across this little business called banner. I knew exactly what they were trying to do. They were manufacturing business. They're making a lot of, of fueling system components that allowed the mining industry to fill safely no spill and fill your carrot. 35 liters a minute. We're filling out a thousand liters a minute and to large mining equipment. So, and that attracted me, but it was the technology. That was the most interesting part.
Speaker 2 00:03:56 That was like a, the ability to identify all the fuel consuming assets with a tagging system engineered and built into the nozzle that allowed them to control and secure the fuel as well. So if they didn't know how to generate the software or what to do with the software and the data, once I collect it. So I took everything I learned in the show business, which was all about fuel management, reconciliation and control, and wrote all that into a software system, which now allows organizations like for the skew metal group, Glencore, Anglo American Barrick, gold, really large organizations on a, on a global scale using our enterprise software to control and report accurately fuel to a head office level, but also drill down and see what's going on on the site level. And, you know, I suppose my, those in the fuel industry served me well for this small creative and innovative company called ban. Or so now we look at all high value liquid assets, not only fuel and all, but we're looking at water and gas and high value chemicals. And we now help organizations on a lot scale, manage that.
Speaker 1 00:05:24 Alright, let's go on to the people side that the fuel game and those sort of systems sounds pretty smart and technical. Let's talk about the healthy side of the business, where the people come in. So can you just describe what the ban law culture is and what sort of focus you've put on it over the years?
Speaker 2 00:05:40 It's the sum total of the values you have as an organization. It's the way you handle difficult employees that tell you, recruit new employees, but most of all would say you look after your customers. It's also, I think, around giving those in your organization, some license to be a bit more creative to perhaps Mike's mistakes, not big ones we hope, and that we've certainly made some clangers, but it's about that trust between people to search for that vision and announces always been to be the global Lou. There used to be hydrocarbon management technology, but now we talk about the global leader in high value, liquid asset intelligence, and that, you know, that sets the time where we're going. Do we sell it well enough within our organization? Perhaps not, but it's probably a process of osmosis. Uh, we could do a lot more active development, but I think it's something that's got to come naturally. And if it's something that you're trying to sell your staff and create a wonderful culture, because it's a project than it, it's a new idea. I think that staff are smart and they see that as perhaps being Michelle. I think it's just something that's sustained over a long period of time that stops the build, but yeah, you can influence it and you can direct it. And we're lucky here. We've just had a good bunch of guys for a long time. And that just seems to work
Speaker 1 00:07:21 As the ultimate leader and owner of Bain law. How do you influence the culture? Like what do you do day to day to make sure that this culture is moving in the direction that you want it to?
Speaker 2 00:07:33 I cut, well, firstly, I have a business partner and Jeff is the majority of business partner, but Jeff also, he lives in Kuala Lumpur in Malaysia. So right now we don't get to see a lot of Jeff, which is difficult. Jeff used to be a distributor in Indonesia and he was our largest distributor. And I guess some kind of indication of the culture we've built of the strategic product innovation that we've been working for, that he's seen us do some large projects in Indonesia and we've partnered with his old organization and that organization still exists. But under the new owners and they continue to work with the mining industry over there to deliver ongoing benefit. So just saw something in band Laura. And when he, we were talking one day and he decided to come and invest in ban wall. And that was in 2010.
Speaker 2 00:08:30 We've had a fantastic trip along the way. So when we're not talking about what I do, I'm very lucky. I've got a fantastic business partner who thinks and acts exactly the same why. And that is that we like to give our people a bit of room to move. We like to encourage them to be innovative, even a bit creative. You know, whether, whether it's in our manufacturing facility where we're trying to reduce the manufacturing costs of a component that they're making, you know, we could even be just talking about cents or minutes here. We like to give them that license to try it. And if it doesn't work well, so Bert, but if it does work well, that's even better. And so me and our software team, they basically have license to run that department. You know, we kind of set the strategic vision where we go, what we want to achieve, or you then let them work out how we're going to get there. And of course, nothing in this is new and there's a lot of organizations out there that can do it. But I think it's that consistency mum between Jeff and I, but to the consistency of allowing a number of people to be a little creative and innovative in their own way, without fear of being reprimanded. When did you
Speaker 1 00:09:52 Start to think, or maybe you've always thought like this, but that people were so important in this journey and what you're trying to create with your business partner at BMO.
Speaker 2 00:10:02 I think it goes back to when I was doing my due diligence back in 1999 and the company had this great bunch of young employees and I'm one of them still with me now, Paul, Buxton's been with us for nearly 30 years or with the organization for nearly 30 years. And one stage there, things were getting a bit difficult. A couple of the young blokes came up said, look, can you take on this company? You worry about where it's going and we'll make sure we worry about quality and delivering on a customer promise. And these were apprentices and they thought to come and have a chat to me. And I thought, you know, we've got a pretty good start when you've got young people at that stage willing to talk to a potential buyer, trying to encourage them to buy the business. And of course we gathered those guys after I did buy the business.
Speaker 2 00:10:56 And so I remembered now kitchen in the old factory. We've since moved on to a larger facility where we sat down and we worked out our values, what values are going to go out to make the right decisions? And of course we still have those same values with us today. So I guess it was right at the beginning of my journey with banner, but even in the field business with key thing was trying to make work a bit of fun and enjoyable. And that then perhaps gave me a bit of license to expect a bit more and lift the standard. So yeah, I guess it's been something that's going around since I'm a dad starting panel on before working with people.
Speaker 1 00:11:40 How about you tell us a little bit about the values of being more and how that sort of evolved.
Speaker 2 00:11:45 We had a couple of things go wrong and you know, to me it was obvious, but to realize to some of these young guys, it wasn't obvious. So mine, yours and that old at the time. And I bought ban laws. So we sat down and we just, you know, had a, a morning term. We sat down around the table and we just talked about non asked them all to go away in think of a number of words that they'd be proud of that would allow them to test a decision against that would allow them to, or the words that would allow them to steer themselves to make better decisions. And it was quite interesting in our way out of the 10 gardens where there were, I think it was 10. And we came up with five words, which we've used. We added one lighter in the piece and you know, the five words were safety.
Speaker 2 00:12:38 I wanted safety always come first. And you know, being in the mining industry, it's one quick wider, find the road to receivership. If you don't practice good site safety. So if you want to put a commercial slant on it, let alone all the human aspects, teamwork. Now success is built on our teamwork. We want to be trusted. We can be trusted to do what we sign in and say what we do. And we've always been like that with our customers. Innovation was the fourth one. That's the only way forward. And then quality, you know, we're obsessed with quality, you know, making us dependable, not disposable. And then later down the track, we tried to general manager and we realized that respect was a really big value. You know, we want to respect not only our people, but our customers. And so we respect people and process without both, we have nothing there.
Speaker 2 00:13:36 The six values, safety, teamwork, trust innovation, quality and respect. And, you know, I know there's nothing there about profit and that I guess to a lot of companies as a bit of a surprise, but that comes, if you get all this right, that comes and people being now empowered to make some decisions, use this as a compass to test things that they wanted to try or do as a tool for them to make the decision to go to such work. We haven't always got it. Right. But it's been pretty good. It's still with us today.
Speaker 1 00:14:14 What I'd like to probably emphasize is that they're just word safety, teamwork, trusted innovation, quality, and respect. What's more important. And this is where I think if I'm listening to this podcast episode is, as I said, they're just words, but how do you actually make these words live in your organization? What do you do to make them meaningful?
Speaker 2 00:14:34 Uh, well, we've learned a lot out of the money. The mining industry went from being a, uh, relatively unsafe industry do, and we're talking in a period of about five, 10 years to becoming one of the safest industries. And it was just a relentless pursuit, safety, and you know, they're to be commended. But so we piggybacked on a lot of the things we learned and dealing with the mind. So we start our business meeting. Every meeting we start is with a safety share. And that is where someone doesn't, it doesn't have to be work. It can be at home. It can be a story they've heard. We were just talking about safety and how that relates to people. And if it's a safety share within our business, well, that's always good too, but quite often, they're not the source. They picked up usually from other incident alerts that we'll get from other companies and from the mining industry and you know, something that you, you see that could impact, or that has impacted another business.
Speaker 2 00:15:38 And you just think, gosh, if that was their business, we'd be devastated. So, you know, we are very, you know, we haven't had a lost time injury. I think it's still, it's over three years, teamwork where we just walk the talk and try to Evan and I blind, but it is all about teamwork and a lot of peer review trust. And we just want people to not over promise, under promise over deliver, and that's within, and that's holding each other accountable to deadlines. And if we've got a meeting and someone says, I'll have that done by next week. Well, if he hasn't got it done by next week, it's got to have a pretty good reason innovation where we, we spent a lot of money on it. We've got an innovation team here to give an indication of how important that is. We released about two years ago, a new product and overfill protection system.
Speaker 2 00:16:30 And in this type of COVID, for some reason, it's just taken off and it's going really, really well. And it's time to sit through a pretty tough period that all businesses are going through. So there's a long cycle in innovation and we are guilty of expecting wonderful things too soon. So, but it's saved us here and we still see it as the future quality. Well, we're quality assured everything's about the quality. We've got a pretty high benchmark for warranty. We only recently had our first ever product recall since I've been here. And even then it was precautionary and trust and the Goodwill we built with our customers because we did have the recall. So not a major issue and the wine which we handle build us a lot of yeah. Credibility and reputational enhancement, which was good. And then respect, you know, we just respect our people. I mean, respect their processes and day to day, I think that's, to me, it's good manners as much as anything, but we just do that every day. And I think that's just the type of people we recruit and hire, but disrespectful. And I want to do a good job. Let's talk about employees
Speaker 1 00:17:50 Because I know people listen and I think, Oh, I've got difficult employees. So let's, let's just go with that one. How do these values and what you've just explained help you have conversations with people?
Speaker 2 00:18:01 Well, the interesting thing of better difficult employees, if he's difficult about one thing is usually four. And I shouldn't say just T it might be a shoe they're usually difficult about other things too. So, you know, if they're, I don't know if they're cutting corners around safety and they're not observing our occupational health and safety protocols. Well, they're probably not good guys. And they probably can't really be trusted either. So generally probably goes back to the all blacks book legacy, which I found fascinating and probably shouldn't swear, but you know, they have that policy and, you know, people that tend to want to do the wrong thing all the time. They don't last long here. And I think that's, you know, we'll tolerate a little bit, but if they're not going to respect the other people here with working in quality job and doing safe and things like that, I don't deserve to be here. So it helps us recruit people, but it also helps us identify people that maybe need to be allowed the chance to develop a career elsewhere.
Speaker 1 00:19:13 It's a great book reference. You mentioned legacy as well. And I know you're a rugby man. Who do you follow?
Speaker 2 00:19:18 Uh, the Honda wallflowers, um, any time out of the Newcastle and Hunter rugby union, obviously then you've got the China, the war and the wallabies. What I love about rugby is that that's teamwork. Anyone that's playing a great team sport. Usually there's someone that's usually got some pretty good values and some good head start mind you. It's not the only thing, but it's a good headstart.
Speaker 1 00:19:44 If we pick teamwork, you mentioned peer review a little bit earlier as well. What does that look like? This peer review process in particularly in relation to one of your values, which was teamwork.
Speaker 2 00:19:55 Okay, well, innovation and research and development. You have to have the peer review. So if you're developing a new product and before you go into a prototype stage, you get, we might get some of our service people and manufacturing, people are salespeople. And when we get them in the room with the engineers and the engineers and says, well, this is what we're going to do. Those are the features. This is the pain point we're trying to fix and save for town mining customers. What do you think? And just out of that, you get a whole lot of discussion, but not only challenging the engineers, but you're doing it in a collaborative and a, perhaps a constructive way that builds teamwork, but it also builds trust and respect. And, you know, you end up with a quite quality product that comes out. The other end, probably in another, for about three weeks.
Speaker 2 00:20:55 I just happened to stumble into talk to the production manager. At the same time, he's having his little huddle with the supervisors out in the factory floor, run for three weeks in a row. I walked in and they were talking about one person and this, this one person was a teamwork issue, but he was also a safety issue. And he was showing his supervisor a little respect. And I walk then, and here they were on the third week talking about the same guy, same issues. And we made a very quick, or you had a quick discussion and just testing back against the values. We decided that the guy was perhaps not right for us. And that afternoon he was gone. And I'm not trying to sound as though we, you know, we tried all our people like that. We don't, it's very rare for us to have to do something like that, extremely rare, but it was so easy and walked into the meeting the next week.
Speaker 2 00:21:52 And since then, how's it going guys? And so we haven't got much to talk about this week. Everything's going pretty well. And you know, that we're kind of laughing about it. So they're going from this Barbary state where they'd completely distracted by one blog or one person who really wasn't committed. Wasn't prepared to work with the guys and just took that right out, apply. And then we had a pretty good discussion about some little six Sigma projects we're doing where we're trying to save some money. So I was going from talking about a costly problem to how are we going to save money and like, just take up all your head space
Speaker 1 00:22:30 In the development of the ban law culture, or you've been very deliberate about how you've developed this culture with yourself and your business partner and the team that you've got. Are there some specific things that really stick out to you as to what's actually worked well? Like what's actually helps you develop this culture that you're proud of?
Speaker 2 00:22:51 Well, firstly, I don't think we've deliberately go on about it. And I think that's a key thing. It's just the way we work with people and it's authentic. And our team really like it. There's some things that I, you know, we have to do with a new employee. So we then go through and we look at the way we induct them. You know, their first day at work is when we haven't always done it very well, but we're really putting some think time in the making their first couple of days, their first week here, a battle pretty special. And a lot of that is just discussions and a couple of cup of coffees with people and one-on-ones Gary and I have a chapter and our team tend to start to educate a new employer and the employee starts to feel and understand that, Oh, I can't, well, this is the why we do it, but potentially the most intentional influence we try to have around the culture, but we have a couple of other, we've got what we call a ban erection register, which is a cute thing that, you know, we put a lot of focus around making sure our team are working all the register items through to completion so that if someone puts into the system, we call it a bar and a direction register.
Speaker 2 00:24:20 They put a bar into the system that they know that it's going to be addressed, developing and refining our processes and documenting them. And so you can pin it up in the world guys can say, okay, that's how we do this. I guess they're probably three, four, the key things we do, you know, the, the actual induction and how we get new people on board, our bar system and make sure everything's followed up and done. Yeah, I wish I had a Pearl of wisdom I could drop, but I think, again, it comes back to this consistency and the completeness of it all. Yeah. I just don't have a silver bullet on the front.
Speaker 1 00:25:00 What you've said is very well said, and that's the real key thing around culture. It is something it's just how you treat people and, and how you operate. And it's sort of given what you guys have come up with and you might have six core values, but they are core. They're just who you are, what you do. So you probably downplay it more so than anything, but because you've come up with the right values that are just you. And that's the difference between organizations that maybe are trying to fabricate something versus something that you guys are just doing, because that's just who you are,
Speaker 2 00:25:31 I guess, in regards to culture to die. Unfortunately, we lost our senior software development manager and it wasn't someone else offered him more money or anything. It was that he felt that he couldn't see the vision out five, 10 years, which is something that perhaps we don't do very well. So Chris and I were very good at this year, next year. And the year out, we'd go three years. But with our software development team, it's something that offline is that, you know, they're looking further ahead, they're writing software. That's going to be commercialized in two, three years time. And in that discussion, when our sat down are kind to be that when I showed him what I put in our board papers, he found that, Oh, we do know where we're going and what we're doing, but I've only really been speaking that strategy and vision at the executive level, assuming that it would then get talked down in the team meetings. So I've now realized that I have to get out and caravan talk to all the teams more about where we're going and what we're doing. That was a gap that's only just come up to Diane. You know, I know it sounds that way, but lots of things together, but I think it just goes to show, you always need to be talking with your people and understanding where they're at and Mike and showed that the messages going up and down through your leadership team
Speaker 1 00:27:05 Just reminds me of something that a guy, Patrick Lencioni calls the not only are you the CEO or the managing director or group managing director, you're also the chief reminding officer. You can never align people in yeah.
Speaker 2 00:27:16 At times. And I'm guilty of assuming people know the obvious when perhaps I shouldn't. And I think this is one of those times and it's cost me daily
Speaker 1 00:27:28 To bring up something that when you and I actually sat down and had a chat, you talked about accountability, that key word, do you want to just tell us a little bit about this accountability light that came on and maybe you guys thought you were being a little bit more accountable. It may be weren't. And what you, what that looked like and what you've done about it.
Speaker 2 00:27:50 We've been growing at about, I don't know, seven, 8% year on year from when we started. And you know, you're bringing in a new team and your work with that leadership team. And as it grows and develops, and to me, it's all always about continuous improvement. You grow with people and you tend to become close to them and you support them. But every now and then there has to be this accountability, including myself. And my board is now helping me with my accountability, but we had a lot of dates slipping for good reason. There's always a good reason that we're short a resource in this area, or we've got other priorities. And the way we've, I've come at, as we've decided that we need to tackle this, not one off, but as a group. So in working with Mark purbrick people logic, and he's taken us through this program, which is proving to be exceptional.
Speaker 2 00:28:51 And then the one thing that we have identified as every body has to hold each other accountable, because just the nature of people and already we're starting to see results and better performance and people give and commit to that delivery date. They got to have a really good excuse why they didn't do it because they set their own delivery date or the deadline and understanding the economic effect that knock on effect and how, if you don't get this done by this date, and there's an economic knock on effect into some of the other departments. And yeah, we've all mindful of it. We're all working hard and the team will keep me accountable to, in fact, I think they enjoy that part, but you gotta make a bit of fun of it as well,
Speaker 1 00:29:42 Right? Just to make you feel maybe a little bit better. Accountability is the biggest challenge for any team. I think they say that something like 70% of teams struggle with accountability and mutual accountability. So you're not alone.
Speaker 2 00:29:55 Well, that's good to know.
Speaker 1 00:29:58 My accountability is one of those things, as we've just referred to is pretty tough for all teams, just holding each other accountable performance a little bit easier, but behaviors is even more challenging. What is maybe a couple of other things that stick out for you in this journey of developing the band little culture that hasn't really quite worked out as well as what you'd like
Speaker 2 00:30:16 From my perspective as the managing director, you tend to think you've got some things under control and all of a sudden a Bush fire breaks out and you realize she's had to miss that. So I get a bit concerned that as you grow, you can't be as close to everything as you used to be and trying to keep the office door open. So you are approachable, but also trying to get the time to get everything done, trying to find that balance is a challenge. And it's definitely a challenge for our department managers as well. But I think it's not trying to tackle some of these issues like accountability as a team, trying to do it one off that doesn't work. And one of the other culture killers is not having productive meetings. And you know, we're not perfect even now, but we're really trying to focus on how we get real. If we're going to pull people into the meeting, trying to make sure they're really productive. And I guess those are all, all the challenges that every businesses have.
Speaker 1 00:31:21 We actually spoke about meetings and how important they are to high performing teams in an earlier episode of the culture, things, podcasts, but what would be this bit of advice? You'd love to give leaders just around developing a culture that they can be proud of.
Speaker 2 00:31:36 I guess it's gotta be authentic. It can't be fabricated. And so how do you do that? First thing is it's much easier with a small team. And I guess I was lucky I got in when the team was only about 16 people. I think now if I got in and you know, we got something like ID five people and you followers to get in. Now it is much more difficult. I think there's an expectation that the manager has all the answers. And I think the best value I got was asking those 10 guys back in the old kitchen at the old factory to write down their values. First, once we did that, we just sit and write them down. We discussed them and then we told them and a bit of think Tom went into it and then we ran it through some practical examples.
Speaker 2 00:32:25 And once the guy has got that, I think then, you know, we were in a good place where we were in a good position, but there was the guys that I work with to get the values, right. And from there, they've just kind of been a bit of a benchmark and a litmus test for most decisions that are nervous, Mike. And when something goes wrong, we go back to that and say, okay, well, hang on. How does that cut? What you've done? Where's the quality in that? Where's the respect for the process. So I think engaging people talk about what values are important to them. And if you look ahead and define what success looks like when you get there and what are the values of a organization or a team, a successful team, they've gotta be aspirational, but they've also gotta be authentic. So I think that's possibly where I'd start and work for me.
Speaker 1 00:33:22 How can people get hold of you
Speaker 2 00:33:24 Three Clifton at <inaudible> dot com? It's probably the best way, or they could call the office on, um, four nine two, two six three zero zero. And they'll get me that way. I'm not trying to sound a modest, but you know, I think we've, we've come a long way battle, but I love talking to other businesses about their journey and how I get. So please call if needed.
Speaker 1 00:33:46 I just want to say a massive thank you for giving up your time again today. And I want to read something that I found on your LinkedIn profile as well. So for those out there, you're also on LinkedIn bill Clifton. It was from somebody who worked in your organization. And he said, bill Clifton, one of the few remaining business gentlemen remaining in today's corporate doggy dog world, a leader that shares leadership in order to receive it, a leader who actually realizes his people are in fact, his number one asset. And as a consequence receives their unequivocal loyalty mate that says so much about you, my short interactions with you. And when I met you face to face, I can see living and breathing. That just how you approach the whole situation and just how you handle yourself to me today on the conversation as well. There's just an unbelievable level of humility. It's, it's almost like you're just doing what you do, and it's not a surprise to you. And we're actually doing some fantastic things around culture. And I know you've been supported in that journey through Mark per breakout, people Logica and it's fantastic. You're taking the right steps. You connecting with the right people. Mike, thank you for spending your time and being a guest on the cultural things podcast today.
Speaker 2 00:34:54 Thank you for having me Brendan, and I hope everyone else out there stays safe and get through this COVID thing. And as successful
Speaker 1 00:35:12 The best leaders show humility. I think you can hear through the interview, what a humble person bill is. He shares openly what he and Ben law have done well and also what they haven't done. Well. He also shared how they recently lost their software development manager. His reflection on this showed another level of humility only demonstrated by great leaders. He looked at himself and he can do to learn from these recent events and make changes to his own leadership style, to try and avoid it happening again in the future is learning. Don't assume anything. It could cost you daily. These were my three key takeaways from my conversation with bill. My first key takeaway culture is the sum total of the values you have as an organization, as bill said, it is how you handle people, how you recruit, how you look after your customers, how you give people license to do things in the organization, how you give them room to move and the trust between people, all these things plus more add up to your culture.
Speaker 1 00:36:20 My second key takeaway core values live in your organization. In bandoleros case, safety is one of their core values. They start every meeting with a safety Shea, which could be related to work or something they've seen outside of work. Quality was another core value mentioned. They are quality assured. They have a high benchmark for warranty and overall they don't cut corners with the quality of their products, core values, and not words or slogans on the wall. They are the fabric of what you do every day and how you operate. They should guide your every decision. My third key takeaway values help you have respectful conversations, whether they be difficult conversations or not, your values are your framework to link to every conversation. If it is someone not observing safety protocols, meaning they aren't being a good team player and likely can't be trusted having a conversation around that and linking back to values is simple and respectful. If someone consistently isn't living the values, as bill says, you may just have to give them the chance to develop elsewhere. So in summary, my three key takeaways were culture is the sum total of the values you have as an organization core values live in your organization. Values help you have respectful conversations. If you have any questions or feedback about this episode, please feel free to send me a message@brendanatbrendanrodgers.com.edu. Thank you for listening. Stay safe until next time.
Speaker 0 00:38:03 Thank you for listening to the culture of things podcast with Brendan Rogers, please visit Brendan rogers.com to access the show notes. If you love the cultural things podcast, please subscribe, rate, and give her a review on Apple podcast and remember healthy culture is your competitive advantage.
