Culture, as defined by Merriam-Webster, is a way of thinking, behaving, or working that exists in a place or organization, such as a business like Birst. So what goes into making a corporate culture successful? How do you continue and strengthen that success?
I am highly focused on our own corporate culture and on creating the culture we all want. While having a strong corporate culture might not in and of itself make us the company we are striving to be, I believe it will significantly assist us in getting where we want to go. I am both passionate and curious about the impact a company’s culture has on the performance of its teams. I truly believe that a company’s culture is at the heart of each of its successes.
I started thinking about the importance of culture after our recent announcement of a new board member, John McMahon. At the same time we announced John had joined our Board, we also introduced new advisors that are leading our Birst Advisory Board (Rob Bernshteyn, Bill Binch, Daniel Miller, and David Schneider). These individuals represent the culture champions that we all emulate when trying to figure out how to build not only a strong corporate culture but also a great business.
With that said, there are three things that I think make Birst stand apart from other companies. They may not be unique in their creation, but they are unique in their execution:
No Walls: We do not have walls in between departments. We are not afraid to go to other teams and ask for (or give) an opinion. I can’t tell you how many times I have expressed my opinion or thoughts and had my colleagues look me straight in the eye and disagree. Often, we openly discuss and dissect issues until they are diluted. Still, I continue to discuss my thoughts, listen to theirs and find not only the common ground, but solve the challenges facing us. Not only does our culture encourages this, it actively enables it.
No Red Tape: If an Account Executive or a Lead Development Representative has a great idea or needs something from our CEO or another senior member of a team, it makes no sense to route them through the organizational gatekeepers. Why not go to our CEO and share the idea directly? Our CEO, much like every senior leader at Birst, has an open door policy (I would too if I had an office ☺) and we all encourage open discussion. As part of the senior leadership team, I take my responsibility to share our experiences with everyone in the company very seriously.
Be Good: At Birst we do not care about being “right” we care about being “good.” We do not let egos get in the way of progress and we share ideas for the good of the wider team rather than the glory of the individual with the winning idea. We reward people that recognize an area to make Birst better. In fact, recognition is rewarded more than resolution. From top to bottom, Birst encourages any and all ideas from across the organization to make Birst a better company.
What’s the culture you strive for?