http://www.davidhauser.com/MINDdrift/2008/07/gary-busey-and-gotvmails-core.html

Its easy to say, “this is the creed” – but if the new employees don’t “Get it” or “understand it” or “respect it” then what?

The easy answer is “get rid of them” but what is Uncle Saul’s answer?

Yes, firing people is all too often the “easy” answer.

However, if the issue is lack of understanding or not ‘getting it’, I would take the time to ensure the employees really do ‘get it’. You can do this in a variety of ways, keeping in mind that different people learn more effectively from different methods.

For instance, you might set up an informal interaction (lunch, drinks, whatever) by which the old-school employees who do ‘get it’ can share why they believe in the Creed. Hopefully they will be able to draw upon real-world examples that underscore why the Creed is good for the Company and its Stakeholders.

If someone doesn’t ‘respect’ the Creed, I would hear them out. They may have a legitimate issue or concern. However, if they still do not respect the Creed after you have explained its rationale to them, their lack of respect may signify deeper issues that may well warrant their departure.

It is tough to say without knowing the specifics of your situation, but a lack of respect is often a corporate culture cancer that manifests itself in numerous negative ways. It is usually best to excise it as quickly as possible.

Best of luck to you and thanks for the question.

Uncle Saul

Its easy to say, “this is the creed” – but if the new employees don’t “Get it” or “understand it” or “respect it” then what?

The easy answer is “get rid of them” but what is Uncle Saul’s answer?

Thanks for the kind words and the additional insights regarding “FSP”.

I checked out your site (http://www.tobeanentrepreneur.com/) and we clearly agree on a number of startup related issues. Keep up the great work.

Uncle Saul

As the CEO of an early stage high-tech venture and having started a few I have to say that as you grow this culture problem can be a real challenge to the business.

My own take on this, although less comprehensive is:

F..un
S..ervice
P..rofit

Don’t do it unless you can have fun doing so – in other words do what you love and make sure the rest of the team feel the same way. Misaligned, miserable, grouches need not apply.

Give 150% to yourself, your team and your customers (and suppliers) – demand the same in return. Be totally committed and passionate about your role and be prepared to “contribute” to and support others within and without the venture. Let the team be involved with new hires so that they can help filter and apply the “culture” before recruitment and during the settling-in process.

Profit will come if you can pull all the rest together…but that’s the end result not the focus of the venture.