Practical Lessons from the Deep: Establishing Culture as a Competitive Advantage
By: Robert Haydock, CEO - AML Oceanographic
In my last post, I touched on how important it is to have an engaged team to deliver on our Brand Promise: We Make it Easy. Team engagement almost never happens without putting culture in the cross-hairs. In this post, I’d like to tell the story of our culture mishaps and mistakes, as well as our eventual success.
Culture is built on core values that are alive. How do we know if core values are alive?
Change never happens without discomfort.
AML began the journey towards intentional culture when our leadership team picked six safe, “vanilla” core values. Henceforth, AMLers would be:
- accountable
- have integrity
- be customer focused
- constantly strive for higher
- be open to new ideas
- be process minded
Fit becomes mandatory.
In order to get traction, we declared that all employees were required to live all of the core values, and that values fit was a make or break condition of employment. We set out to create a company of employees with homogeneous core values: we would hire, fire, and reward based upon fit.
This time the, values were not vanilla: they were specific, and designed to reflect the recipe for success at AML. We also realized that six values were too many.
Ownership is everything
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