{"id":63818,"date":"2025-02-25T01:50:35","date_gmt":"2025-02-25T09:50:35","guid":{"rendered":"http:\/\/www.enxmag.com\/twii\/?p=63818"},"modified":"2025-02-25T01:50:38","modified_gmt":"2025-02-25T09:50:38","slug":"culture-in-action-dealers-discuss-hiring-on-and-maintaining-corporate-values","status":"publish","type":"post","link":"https:\/\/www.enxmag.com\/twii\/state-of-the-industry\/2025\/02\/culture-in-action-dealers-discuss-hiring-on-and-maintaining-corporate-values\/","title":{"rendered":"Culture in Action: Dealers Discuss Hiring on and Maintaining Corporate Values"},"content":{"rendered":"\n
Imagine the following scenario. A prospective client from the health care space is visiting your dealership to learn more about the company, find out how it ticks and decide if you\u2019re worthy of their business. They want to know how you treat your employees, see how engaged they are in their work and generally gauge the atmosphere in the building. And a simple walk-through of your offices will tell the prospect a lot about your operations.<\/p>\n\n\n\n
This is also a tip-off that the prospect isn\u2019t looking for a low-cost provider\u2014otherwise, they probably wouldn\u2019t bother to visit\u2014and doesn\u2019t care about speeds and feeds. Yes, the potential client needs to know you can fashion a hardware and solutions package that\u2019s specific to their needs. They need to know that your service team can respond in a reasonable time frame and make good on the service-level agreement. They need to have faith in the manufacturer line. But truthfully, many dealers can address all those needs.<\/p>\n\n\n\n
As we\u2019re aware, customers (actual or potential) are looking to forge agreements with companies and executives they like. And if the prospects accepted your invitation, or requested the opportunity to drop in for a visit, they\u2019re going to be watching your people. Are they smiling and friendly? Do they look straight ahead without acknowledging a visitor? Do they look tired, beaten down and disinterested? Are there any other nonverbal hints that say more than words? Can you tell if they\u2019re happy to be there, period?<\/p>\n\n\n\n
The vibe your employees give off\u2014in person, on the phone, on video conference calls or even in the tone of emails\u2014is (like it or not) your corporate culture. It\u2019s not a list of fundamentals carefully culled from the tons of online resources about corporate culture and best HR practices which are shared company wide. It is not buzz words painted on the walls of your offices. It\u2019s not what the executive team wants it to be. It is what it is, for better or worse. Employees take their cues from how they\u2019re treated and regarded, and it\u2019s reflected in their interactions with clients.<\/p>\n\n\n\n
Thus, questions get raised. How do you ensure the corporate values you\u2019d like established are relayed and reflected in the attitudes of team members? How do you encourage team members to walk the talk? As part of this month\u2019s State of the Industry report on corporate culture, we\u2019ve canvassed a number of dealers for whom culture and values is paramount to its company ethos.<\/p>\n\n\n\n
Gaining Traction<\/strong><\/p>\n\n\n\n
James Loffler, Loffler Companies<\/figcaption><\/figure><\/div>\n\n\n\n
When Loffler Inc. was founded in 1986, corporate culture wasn\u2019t the talking point it is today. But as he was hiring staff, cultivating customer accounts and making the push to get the dealership on solid footing, founder Jim Loffler had a vision of what that culture would look and feel like. His son, James, president of the St. Louis Park, Minnesota, firm, credits his dad with being the \u201cgodfather of Loffler culture\u201d and setting that early standard.<\/p>\n\n\n\n
In some aspects, much has changed. The dealership adopted the Traction EOS (Entrepreneurial Operating System) platform 10 years ago, an element of which was to define a company\u2019s culture, core values and mission. It wasn\u2019t so much that the culture was lacking, but rather an effort to be more intentional about\u2014and clearly define\u2014those core values. The younger Loffler sees culture to be one of the company\u2019s primary points of differentiation.<\/p>\n\n\n\n
\u201cAs part of the quarterly Traction process, we look at our values to make sure they still reflect who we are,\u201d James Loffler said. \u201cOur values have been very consistent, and we\u2019ve leaned into them much harder as we\u2019ve grown into multiple locations. When you\u2019re a small organization, the executive leaders know every single team member. When you grow to more than 500 people, you really have to lean on managers to make sure they are bringing on individuals who live the same values. A lot more effort has gone into talking about values.\u201d<\/p>\n\n\n\n
When you\u2019re a small organization, the executive leaders know every single team member. When you grow to more than 500 people, you really have to lean on managers to make sure they are bringing on individuals who live the same values.<\/p>\u2013 James Loffler, Loffler Companies<\/cite><\/blockquote>\n\n\n\n
Two years ago, the dealer created a 20-page guide that examines \u201cputting our values into action.\u201d It outlines those values (positive attitude, integrity, customer-first focus, innovation, professionalism and drive for results) and provides examples of encouraged and discouraged behavior that speak to each of the six points.<\/p>\n\n\n\n
The values guide plays a prominent role in the hiring and onboarding process. During interviews, managers have a list of questions that pertain to Loffler values, and they ask candidates for examples of specific scenarios and how they responded to a challenge or situation. The answers can reveal whether the demonstrated values dovetail with those of the company. It\u2019s also a handy tool used for employee reviews, as managers can cite examples of discouraged behaviors the team member could be demonstrating.<\/p>\n\n\n\n
James Loffler participates in the monthly onboarding of team members and shares a deck of slides that speak to each of the values (which he also uses at the annual company kickoff meeting and the Summer Jam mid-year meeting). \u201cI spend 80% of the time talking about the history of the company, our values, our purpose, and why we get up every single day, and I go through every one of those values,\u201d he said. \u201cI give the examples and I want all those team members to know that\u2019s coming from me.\u201d<\/p>\n\n\n\n
Loffler also focuses on employees living the company mission. When job tickets are closed, clients receive a survey. He reads every response, which can draw attention to problematic resolutions or other issues, but also helps shine a light on team members who perform exceedingly well. Those comments are shared with the entire organization, and at year\u2019s end, Loffler collects the comments and puts a selection of them on a floor-to-ceiling banner that\u2019s displayed in the office.<\/p>\n\n\n\n
Quote the Raving<\/strong><\/p>\n\n\n\n
It might not be hyperbole to say that Barry Simon wrote the book on corporate culture. The president of Datamax Inc., along with the help from team members, developed and published a 26-page tome, the Datamax Little Blue Book. It\u2019s effective in that it encapsulates the bedrock foundation on which the dealership emerged, containing 6 philosophies and 16 principles that guide team members in all they do and how they relate to each other as well as customers.<\/p>\n\n\n\n
The Datamax Little Blue Book contains one of the finest taglines ever delivered on a dealership level: \u201cCreating Raving Fans.\u201d It\u2019s a registered trademark, as is \u201cRelevant Technology. Relevant Results.\u201d The latter, a brand positioning theme, \u201cinspires believability, differentiates competitively, conveys customer payoff and reflects our character,\u201d the book reads.<\/p>\n\n\n\n
Jeff Walker, Datamax<\/figcaption><\/figure><\/div>\n\n\n\n
When Simon and several team members met offsite, the intention was to \u201cshare input on the philosophies and principles that would guide our company through decision-making and challenges, and that would shape how we engage and interact internally,\u201d said Jeff Walker, marketing communications manager for the firm with locations in Texas and Arkansas.<\/p>\n\n\n\n
How does the dealer ensure that its Datamax Little Blue Book principles are consistently maintained? For one, culture is revisited and reinforced throughout the year to make necessary adjustments. The team then analyzes what continues to resonate throughout the organization and what areas need to be adjusted and realigned.<\/p>\n\n\n\n
The Datamax Little Blue Book remains front of mind for team members, as the values are introduced to new hires by their managers upon joining the fold. Walker noted that over time, the philosophies and principles have become part of Datamax\u2019s core dialog in day-to-day interactions.<\/p>\n\n\n\n
One of our charges as a department is to nurture company culture. We take that charge seriously in our internal communications and our brand presence at large.<\/p>\u2013 Jeff Walker, Datamax<\/cite><\/blockquote>\n\n\n\n
Another values reinforcement comes from the company\u2019s monthly newsletter, The Rave Review. \u201cWhen our marketing team sits down to brainstorm a creative theme for the coming month, we pull out the book,\u201d he said. \u201cWe flip through the pages and discuss where certain philosophies and principles might weave themselves into our theme. Furthermore, one of our charges as a department is to nurture company culture. We take that charge seriously in our internal communications and our brand presence at large.\u201d<\/p>\n\n\n\n
Walk the Talk<\/strong><\/p>\n\n\n\n
Dean Swenson, The Swenson Group<\/figcaption><\/figure><\/div>\n\n\n\n
Even if the evidence was just anecdotal, Dean Swenson implicitly knew that culture was the strength and differentiator driving his dealership, The Swenson Group (TSG). Years ago, the president of the Livermore, California-based company wanted to test and validate that leadership, and the team members were simpatico. He posed a single question to them: What makes TSG unique? The responses became the basis for developing the company\u2019s corporate mantra of \u201cPeople-Passion-Purpose.\u201d<\/p>\n\n\n\n
The responses certainly dovetailed with Swenson\u2019s objective of creating a family business with a matching environment. While they haven\u2019t changed philosophically, Swenson decided to tap the Traction Entrepreneurial Operating System (EOS) in 2016 to refine those values. The updated values\u2014Be Passionate, Teamwork, Put the Client First, Be Accountable, Be Problem Solvers and Do the Right Thing\u2014created a guiding ethos for all team members.<\/p>\n\n\n\n
We ask [prospective hires] to share examples of when they exhibited teamwork or when they identified a client\u2019s problem and how they went about solving it.<\/p>\u2013 Dean Swenson, The Swenson Group<\/cite><\/blockquote>\n\n\n\n
It\u2019s not just a tagline for email signatures or wall posters. TSG applies it to many aspects of daily business.<\/p>\n\n\n\n
\u201cWe hire, recognize and terminate employees based on these core values,\u201d Swenson said. \u201cAn example is when we receive a Net Promoter Score (NPS) survey from a client, often they will comment about the technician and their experience. We then forward these positive surveys to the company and tie the feedback to one or two of our core values.\u201d<\/p>\n\n\n\n
Prospective employees are evaluated based, in part, on how their values\u2014including actions and words\u2014sync with TSG\u2019s mores. \u201cWe ask them to share examples of when they exhibited teamwork or when they identified a client\u2019s problem and how they went about solving it,\u201d Swenson added. \u201cWe also ask about their personal lives to try to determine their values, decision-making, etc.\u201d<\/p>\n\n\n\n
The X Factor<\/strong><\/p>\n\n\n\n
Many people use the term je na sais quoi to express that indefinable quality. In Philadelphia and the surrounding region, it\u2019s not uncommon to hear the contrived phrase \u201cjawn\u201d (a context-dependent substitute noun) uttered for just about anything and everything. In the hallways of imageOne, which is headquartered in Oak Park, Michigan, it\u2019s all about bringing the \u201cX\u201d to the masses.<\/p>\n\n\n\n
During the course of its 34-year history, the dealership cultivated a culture and purpose that was the basis for its creation. That led to the company mantra of \u201cOur Purpose is to Deliver the X to Everyone, Every Day, Every Time.\u201d According to President Josh Britton, the X factor is defined as genuine care that consistently drives extraordinary energy, actions and experiences.<\/p>\n\n\n\n
\u201cOver our many years in business, we\u2019ve incorporated a variety of practices, rhythms and rituals which all feed into achieving that purpose for each team member,\u201d he said. \u201cThese exist at every level, from our executives and board members down to every individual contributor across the organization.\u00a0Our thesis is simple: If we\u2019re doing a great job of Delivering the X (DtX) our team members, they in turn will DtX our customers and communities.\u00a0 It\u2019s a self-fueling cycle.\u201d<\/p>\n\n\n\n
imageOne abides by four core values:<\/p>\n\n\n\n
Passion to Deliver the X\u2014to everyone, every day, every time\u00a0<\/li>
Open & Honest\u2014we speak and listen with integrity, humility and vulnerability\u00a0<\/li>
eXtraordinary Execution\u2014we strive to be easy, efficient and reliable to work with\u00a0<\/li>
Always Improving\u2014we learn, we grow, we innovate<\/li><\/ul>\n\n\n\n
Crafted over the years with input from team members and customers, these values feed into imageOne\u2019s corporate purpose. While requiring more effort than a values package set forth by the corner office, Britton believes the continual effort is key to the team member experience the dealer strives to deliver.<\/p>\n\n\n\n
\u201cWe often hear surprise at how much input and influence every team member has on our culture, including our core values,\u201d Britton added. \u201cWe hear this often from newer folks or observers who come from other companies to experience our culture. As a high transparency company, it\u2019s always made sense to us to make decisions outside the vacuum and in the light of day\u2014engage the team broadly, leverage collective intelligence and hear a variety of perspectives.\u201d \u00a0<\/p>\n\n\n\n
Our thesis is simple: If we\u2019re doing a great job of Delivering the X (DtX) our team members, they in turn will DtX our customers and communities. It\u2019s a self-fueling cycle.<\/p>\u2013 Josh Britton, imageOne<\/cite><\/blockquote>\n\n\n\n
A two-pronged approach is employed to ensure team members consistently live out the core values. Britton notes a formal layer of effort comprises practices that span the team member life cycle, delivered and reinforced during recruiting, onboarding, training, performance assessment and management, coaching, development and transitions. This helps mold the more informal layer, with daily micro-interactions reflecting those values.<\/p>\n\n\n\n
imageOne\u2019s core values are well represented throughout the hiring process and beyond. Every role within the company has a corresponding \u201caccountability sheet\u201d containing the dealer\u2019s core values and the competencies, and this drives the interviewing and candidate evaluation process. Core values and competency become the weighty factors during the assessment phase; Britton fears a \u201cculture fit\u201d mindset invites bias and homogeneity to the process. Instead, Britton strives for \u201cvalues fit\u201d with every new team member.<\/p>\n\n\n\n
\u201cThis ensures we can achieve our goal of a diverse, inclusive team with a variety of backgrounds, experiences and perspectives contained within the team while ensuring a through line of values alignment,\u201d he noted. \u201cWe go to great lengths to be as transparent as possible with each candidate on what our values are and how they feed into expectations, accountability and rewards in our company.\u201d\u00a0<\/p>\n\n\n\n
The results speak for themselves, accentuating the notion that the adopted approach is working. Feedback from team members has been extremely positive, and Britton notes the positive energy around the organization is palpable. That also translates to a low rate of turnover for both team members and imageOne\u2019s client roster.<\/p>\n\n\n\n
Be Curious<\/strong><\/p>\n\n\n\n
Chris Taylor, Fisher\u2019s Technology<\/figcaption><\/figure><\/div>\n\n\n\n
Chris Taylor doesn\u2019t hide the fact that when he took the helm of Boise, Idaho-based Fisher\u2019s Technology, he had the bare minimum of industry knowledge. But much like the beloved fictional character Ted Lasso, what Taylor did have was curiosity and an open mind, one welcoming of new ideas. That, however, wasn\u2019t always the case with the dealership; the previous leader preferred to call all the shots, without input from employees or clients. It created, as Taylor termed it, a my-way-or-the-highway culture.<\/p>\n\n\n\n
Taylor prefers the all-hands-on-deck approach, querying team members and clients alike to find out how Fisher\u2019s Technology could make its way down the road of continuous improvement. Maintaining the curiosity and a beginner\u2019s mind is still the MO nearly 20 years after Taylor came aboard, and it\u2019s enabled him to fashion a servant leader mentality.<\/p>\n\n\n\n
He decided to take an intentional route to developing corporate values, mindful that values plastered on the walls or flashing on the company\u2019s website alone are meaningless unless they truly reflect the way team members feel. Taylor points out that defunct energy giant Enron, which collapsed after a massive accounting fraud was uncovered, actually listed \u201cintegrity\u201d as its number-one core value. Fisher\u2019s Technology hired an outside consultant which suggested performing an \u201calien visit\u201d which consisted of interviewing the entire team, without knowledge or preconceived notions about the firm, to figure out what the company thinks of itself at the core. Those results proved to be the basis for the initial values.<\/p>\n\n\n\n
Today, Fisher\u2019s Technology has five core values: team, customers, curiosity, trust and improvement. With the help of monthly company-wide meetings, Taylor ensures these values continue to be leveraged on a daily basis.<\/p>\n\n\n\n
I think if there\u2019s one thing any organization can do right to ensure the longevity of its culture and having an intentional one is to make sure you\u2019re hiring someone with the right values.<\/p>\u2013 Chris Taylor, Fisher\u2019s Technology<\/cite><\/blockquote>\n\n\n\n
\u201cWe go over the typical performance data, but it\u2019s really an enculturation,\u201d he said. \u201cIt\u2019s reiterating our values, and we use the time to recognize 5 to 10 people every meeting. We also pick a core value and tell stories around it, provide some tools around it. It\u2019s incorporating our team values into all our discussions, all of our accomplishments, goals and recognitions. It\u2019s reiterated in almost every communication we have.\u201d<\/p>\n\n\n\n
Taylor is a student of the Mike Riordan school of hiring for culture, which follows the philosophy that candidates come into interviews bursting with high energy, ready to put their best foot forward. Six months later, that enthusiasm\u2014in many cases\u2014appears to have been a mirage.<\/p>\n\n\n\n
\u201cThe process is designed to get to know the true person, their real values, and then assess if that fits with our company. Similarly, it\u2019s designed for them to get to know us and our true values and how it fits with them as a person,\u201d Taylor explained. \u201cIt involves lengthy one-on-one interviews that really cut through that emotional energy, to get vulnerable with each other and build trusting relationships. Then we assess. We don\u2019t have a scripted list of questions because every hiring manager, position, success profile and candidate are different.\u201d<\/p>\n\n\n\n
Ensuring that candidates are a good cultural fit, Taylor feels, is critical to maintaining the desired values over the long haul. \u201cWe invest a lot up front in preparing for interviews, a lot of time with the candidates, and make sure we\u2019re picking someone who fits with our culture,\u201d he said. \u201cI think if there\u2019s one thing any organization can do right to ensure the longevity of its culture and having an intentional one is to make sure you\u2019re hiring someone with the right values.\u201d <\/p>\n","protected":false},"excerpt":{"rendered":"
Imagine the following scenario. A prospective client from the health care space is visiting your dealership to learn more about the company, find out how it ticks and decide if you\u2019re worthy of their business. They want to know how you treat your employees, see how engaged they are in their work and generally gauge the atmosphere in the building. And a simple walk-through of your offices will tell the prospect a lot about your operations. This is also a tip-off that the prospect isn\u2019t looking for a low-cost provider\u2014otherwise, they probably wouldn\u2019t bother to visit\u2014and doesn\u2019t care about speeds and feeds. Yes, the potential client needs to know you can fashion a hardware and solutions package that\u2019s specific to their needs. They need to know that your service team can respond in a reasonable time frame and make good on the service-level agreement. They need to have faith in the manufacturer line. But truthfully, many dealers can address all those needs. As we\u2019re aware, customers (actual or potential) are looking to forge agreements with companies and executives they like. And if the prospects accepted your invitation, or requested the opportunity to drop in for a visit, they\u2019re going to be watching your people. Are they smiling and friendly? Do they look straight ahead without acknowledging a visitor? Do they look tired, beaten down and disinterested? Are there any other nonverbal hints that say more than words? Can you tell if they\u2019re happy to be there, period? The vibe your employees give off\u2014in person, on the phone, on video conference calls or even in the tone of emails\u2014is (like it or not) your corporate culture. It\u2019s not a list of fundamentals carefully culled from the tons of online resources about corporate culture and best HR practices which are shared company wide. It is not buzz words painted on the walls of your offices. It\u2019s not what the executive team wants it to be. It is what it is, for better or worse. Employees take their cues from how they\u2019re treated and regarded, and it\u2019s reflected in their interactions with clients. Thus, questions get raised. How do you ensure the corporate values you\u2019d like established are relayed and reflected in the attitudes of team members? How do you encourage team members to walk the talk? As part of this month\u2019s State of the Industry report on corporate culture, we\u2019ve canvassed a number of dealers for whom culture and values is paramount to its company ethos. Gaining Traction When Loffler Inc. was founded in 1986, corporate culture wasn\u2019t the talking point it is today. But as he was hiring staff, cultivating customer accounts and making the push to get the dealership on solid footing, founder Jim Loffler had a vision of what that culture would look and feel like. His son, James, president of the St. Louis Park, Minnesota, firm, credits his dad with being the \u201cgodfather of Loffler culture\u201d and setting that early standard. In some aspects, much has changed. The dealership adopted the Traction EOS (Entrepreneurial Operating System) platform 10 years ago, an element of which was to define a company\u2019s culture, core values and mission. It wasn\u2019t so much that the culture was lacking, but rather an effort to be more intentional about\u2014and clearly define\u2014those core values. The younger Loffler sees culture to be one of the company\u2019s primary points of differentiation. \u201cAs part of the quarterly Traction process, we look at our values to make sure they still reflect who we are,\u201d James Loffler said. \u201cOur values have been very consistent, and we\u2019ve leaned into them much harder as we\u2019ve grown into multiple locations. When you\u2019re a small organization, the executive leaders know every single team member. When you grow to more than 500 people, you really have to lean on managers to make sure they are bringing on individuals who live the same values. A lot more effort has gone into talking about values.\u201d When you\u2019re a small organization, the executive leaders know every single team member. When you grow to more than 500 people, you really have to lean on managers to make sure they are bringing on individuals who live the same values. \u2013 James Loffler, Loffler Companies Two years ago, the dealer created a 20-page guide that examines \u201cputting our values into action.\u201d It outlines those values (positive attitude, integrity, customer-first focus, innovation, professionalism and drive for results) and provides examples of encouraged and discouraged behavior that speak to each of the six points. The values guide plays a prominent role in the hiring and onboarding process. During interviews, managers have a list of questions that pertain to Loffler values, and they ask candidates for examples of specific scenarios and how they responded to a challenge or situation. The answers can reveal whether the demonstrated values dovetail with those of the company. It\u2019s also a handy tool used for employee reviews, as managers can cite examples of discouraged behaviors the team member could be demonstrating. James Loffler participates in the monthly onboarding of team members and shares a deck of slides that speak to each of the values (which he also uses at the annual company kickoff meeting and the Summer Jam mid-year meeting). \u201cI spend 80% of the time talking about the history of the company, our values, our purpose, and why we get up every single day, and I go through every one of those values,\u201d he said. \u201cI give the examples and I want all those team members to know that\u2019s coming from me.\u201d Loffler also focuses on employees living the company mission. When job tickets are closed, clients receive a survey. He reads every response, which can draw attention to problematic resolutions or other issues, but also helps shine a light on team members who perform exceedingly well. Those comments are shared with the entire organization, and at year\u2019s end, Loffler collects the comments and puts a selection of them on a floor-to-ceiling banner that\u2019s displayed in the office. Quote […]<\/p>\n","protected":false},"author":166,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1641],"tags":[],"_links":{"self":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/63818"}],"collection":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/166"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=63818"}],"version-history":[{"count":6,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/63818\/revisions"}],"predecessor-version":[{"id":63828,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/63818\/revisions\/63828"}],"wp:attachment":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=63818"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=63818"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=63818"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
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