We had a ball with the New York Yankees last week. Kevin Dart, VP of Sales, Service and Operations of Yankee Stadium, chatted with a small group of HR leaders about the importance of aligning the corporate (and team) culture with business strategy. Limeade CEO Henry Albrecht and Chief People Officer Laura Hamill chimed in with their thoughts on intentional culture, too.
Check out our favorite quotes, takeaways and photos from the night — then dig in deeper on Laura’s culture philosophy in her recent Chicago Tribune article.
Aligning business strategy and culture
“The experience of our guests is at the forefront of everything we do. We set the expectation that all of our staff be professional and provide the highest level of customer service. You see it in every action and communication they do. And that started at the top years ago. You still see that level of professionalism on the field. We’re proud to be Yankees.” — Kevin Dart, VP of Sales, Service and Operations at Yankee Stadium
“When we built the new stadium, we prioritized season ticket holders by tenure first, rather than those who paid the most per ticket. Like I said, guest experience comes first, and we continue to reward the lifelong Yankees.” — Kevin Dart, VP of Sales, Service and Operations at Yankee Stadium
“With Amazon in the spotlight, culture is clearly something that business leaders are thinking about. And winning in business is really about how culture aligns and interacts with company goals and fits with the competitive realities of markets.” —Henry Albrecht, CEO
That said, it’s not about “good” vs. “bad” culture. What works for one company won’t work for another. Limeade culture is different than Amazon culture because Limeade strategy is different. We focus on a culture of improvement that addresses the whole person, and we leverage this strategy for our customer to build wellness programs that really engage people.
Don’t be a culture victim – swing for the fences!
Here are three ways you can build an intentional culture today:
- Set behavioral expectations. Set clear behaviors for employees, managers and leaders. You can do this in new-hire trainings, throughout employee review cycles and by empowering your managers.
- Stay accountable. All employees should live your culture and measure their progress. Consider aligning your employee goals to company values and measuring their actions during reviews.
- Showcase opportunities for culture involvement. Think longer-term investments—if you don’t provide employees with the tools (and time) to make healthy choices and live the culture, they won’t do it. Some ideas include gym memberships, snacks in the lunchroom and allowing your employees to actually take lunch breaks.
Think about what you do every day to intentionally architect your culture. Does it align with your overall business strategy? If it doesn’t, let us know how we can help.