Steve Van Valin - Shaping a Culture that is Engaged to Innovate (A1818)

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Welcome to the Exit Coach Radio show, the show for baby boomer business owners who are looking for cutting edge information as they plan their 3 to 10 year business succession and exit. Every week we interview top professional advisors for their best tips, strategies, and precautions so you can be well planned. And don't miss our one minute exit coach Tip. Day on exit coachradio.com. And now here's your host, the exit coach Bill Black. Welcome to the show. Thanks for listening. We have a great guest line up today. We're going to get right to it, but I do want to remind you that we have interviewed over 500 advisors, authors, and thought leaders on over 30 topics, and you can find and listen to any of them at any time on Exit coach. com My first guest today is Steve Van Valen. He's a cultural. He comes from a company called Culturology. Let me get that straight here. And he's the CEO of the company's located in Chester Springs, Pennsylvania, and we're going to talk about shaping a culture that is engaged to innovate. So Steve, welcome to the show. Thanks for joining us. Hey, thank you very much, Bill. Glad to be here. Steve, it's an interesting topic. We talk about culture a lot. A lot of businesses establish their own culture, and it's very important, but I'm, I'm curious to find out how we're going to talk, uh, get to the topic of innovation. But before we get into that, uh, tell us a little bit about yourself and uh and your company Culturology. Yeah, absolutely. So culturology is a is a culture shaping firm. And uh we really specialize in uh what I'd call sort of the the contemporary uh cultures that uh people need right now to be competitive, especially in a customer facing business where uh they're looking for an edge on, on the way they deliver the client experience or the customer experience. And uh so we, we work on both the the high level tactics of how to design a culture. And then the ground level uh tactics on, on how to help shape that and reinforce it and um make the, the beliefs and behavior something very apparent to people at all, at all levels. Now, is that, would you say the culture of a business is similar to the personality of the business? Um, yeah, I think that that's probably a fair statement to say. I mean, you can walk into most businesses within 5 or 10 minutes sort of pick up the vibe of their, their personality. The way I define culture is, is really the common set of expectations that people have for working together. So in a way that is exactly like a personality, you know, something that can be consistent over time. You might say, uh, you know, Bill Black has a great sense of humor or, you know, is, is really buttoned up or both, or, you know, and, and so that's something that people pick up on, uh, from probably interacting with you consistently over time. And I think that's the same way it would work with uh with an organization, um, or a company that people pick that up and uh makes it clear as to what their brand is, uh, which is synonymous with their culture. And that's great. Would you, would you say that a lot of companies, um, take on that personality, that culture, uh, from the leader like the leader's personality becomes the company's personality and, and my second part of that question is, is that the right thing to do or should the should the owner be thinking about, well, it shouldn't be about me, it shouldn't be about the business. The employees, what the customer wants to see. How important is it for the owner to be cognizant of what their culture should be? Wow, great question. I, it's, first of all, it is very important for them to be aware of the shadow that they cast because, you know, if it is a set of core expectations across the board, then, you know, where does that originally come from, you know, the founder, the CEO, the, you know, the top person that passes that on down. So I mean there's lots of examples of prolific, you know, huge personalities that companies, you know, Branson with Virgin Airlines or, you know, Steve Jobs at Apple, these are huge personalities that the entire company emulates. I would say it's not the rule though for for everyone. It, it, it, it doesn't have to be that way. um, it, it really depends, uh. It it depends on how, how closely the person is with their own emotional intelligence to know how they're coming across. Uh, there, there's some things about my personality that I, I probably wouldn't want to be, you know, be the most evident thing in, in terms of my culture, and then there's other things that I, you know, that I know are super valuable. So I guess it really depends and I don't think you're absolutely Uh, it's not a guaranteed prediction that the CEO or the founder of a company's personality will inevitably be the culture itself, so they have a choice on how they shape it. I guess kind of where I'm coming from there is if someone, let's say has an aloof personality and they're working in a traditional type of a business, they kind of need to check that personality at the door if they to some extent if they want to make it in that particular industry. And so if there's a misfit sometimes people could probably examine well what am I giving up what is my company giving off because I'm giving it off and are we sending the right message and I guess that's where you come in, huh? That's the good news. I, I think, uh, you know, when that's the case, um, Bill, it's probably great for that leader to be even vulnerable, vulnerable about that, to say, hey, you know, this is the way I am, we're, we're not asking people to play act or be something that they're not, but to say, hey, you know, that's, that's one of the things I'm working on, and, uh, you know, it's, it's, it's something I want coaching on even. And so even that leader can help develop that in themselves to be more like the culture that they're they're really asking other people to live up to. So nobody's perfect and comes with that perfect package of of every facet, you know, but as long as they're willing to change and accept coaching and feedback on it, I've seen people make tremendous strides with it as the Uber leader. That's great, great. So it's very interesting. Now what are the best in class organizations do to promote innovation? Well, I think that if you look across the board at the people, both, you know, large companies, medium, and even the smallest company that, you know, the neighborhood store practically, you almost see two things that are consistent with with all of them in terms of the way they drive innovation. And number one is they have a vision for why it matters. And so whether that's a, you know, some sort of sexy stated. Uh, you know, vision that they put in writing or that they constantly communicate that to uh to the folks that work there, it's very clear as to why, why they need to innovate, like what difference does it really make? And I think when that vision translates into a meaning or a purpose that that people can drive to, then it becomes a very powerful force. So that at the highest level, they have a vision. That that would be the number one thing. And then secondly, the other common factor is they do a really great job of creating the conditions for people to be successful. And so a lot of times that comes down to very, very granular things such as removing, removing the barriers for people to innovate, you know, what are they is that you know, the larger corporations oftentimes people say it's so bureaucratic around here it takes forever for a decision to get made. Or I have so many people in the food chain saying no to me, you know, it's not even worth, you know, the effort to try to change things around here. So it's really looking at the conditions for success and saying what can we, sometimes it's addition by subtraction. You take out those barriers, you take out the fear even within the culture of, of failing with, with an idea initiative. You talk about the success of what you've learned as opposed to the fear of, oh my gosh, what have I done? Um, and that makes a big difference in the conditions for success. And I would say the other, the other thing too around the conditions is to teach people how to work things through the process, the creative process. So I think, Bill, that starts with just the bare bones of how to be more creative in the first place, how to be more prolific at generating ideas that that are meaningful to. Uh, you know, the customer outcomes, uh, the key outcomes for the business, and then to actually help people push the rock up the hill and make progress on those ideas. So a lot of companies are great with ideas, but then they're, when it comes to execution, that's where they suffer. Then other companies are probably pretty good with execution, but they, they have zero pipeline of ideas. So creating the conditions for success is really about doing both, teaching them how to how to generate more ideas and Uh, removing those barriers to to be able to execute, so creating the conditions for success, I like that phrase quite a lot. That's uh that makes a lot of sense. So in some cases it might just be letting the employees know that we are open for creative ideas and nothing, you know, the opening that line of communication where it may not have been open before making that part of of maybe employee meetings as well, a part of your agenda. Absolutely, um, making, I, I, I love the way you even put that, making it part of the agenda, you know, problem solving, real time problem solving. A lot of times we think of creativity or innovation as that, you know, the the big wow factor stuff, you know, the new Apple Watch. You know, or the iPad or the iPod or you know whatever it's been, that's sort of that prolific example of a wow factor. In reality for most organizations and teams, it's, it's the small things, you know, it's, it's how do we solve this problem today? you know, how might we approach this differently, you know, who wants to throw out the first idea? Let's work on this together, being willing to roll up your sleeves and do it. And so meetings are changing. The best organizations are having great productive meetings like that where they're solving problems, and you're not so much the old school, uh, you know, doing the status report, going around the room on You know, just checking in with each other, but if, if someone has an issue, it's, it's having the knowledge of the creative process to say how might we solve that right now? Well, what do we, how might we do that and sort of kick starting the uh the powerful conversation that can that can move it forward, you know, when you walk out of a meeting like that, it's a completely different feeling, you know, we've made progress together and uh it galvanizes the team for for the next time around as well. Yeah, I think we can all imagine meetings that we've been in where we've had a great idea and we try to communicate that to someone, and it just seems like they're not listening, they're not receiving messages at that time, and it is frustrating. But then again, in other situations where not only have you been heard, but it's been communicated that you've been heard, and that fosters a whole environment of creativity and new ideas coming forward. So that's, that's excellent. So what's the most important thing a leader can do to become a catalyst of innovation? Well, I, I think that they, um, they, they need to plan for themselves what I call spontaneous interaction plan spontaneous interaction. It's the ultimate oxymoron, right? But how can, how can a leader get themselves into the trenches where the work is really being done, um, you know, assuming that the leader, uh, you know, if I'm talking to CEOs that are listening to this right now, you know your business and you know your customers and. And you understand what you're trying to do with your brand. Like, what, what would happen if we went out more into the, uh, you know, the working environment and into the trenches and just ask people, so, you know, what are you trying to accomplish today? Not, not in general, like by the end of the month or this first quarter or something, but what are we, what are you trying to accomplish today? Like if you were to leave today. And accomplishing something like what would make you feel really awesome, you know, on the that car ride home and they go, oh my gosh, you know, it's something very simple like so and so in accounting just won't get back to me with the approval request. Uh, for this particular item, and they go, Well jeez, I can call them right now and have that done. Would that be helpful to you? And they go, are you kidding me? That's phenomenal. Like, yes, thank you. And you've completely made their day. So it's and then it's brainstorming with them. You've just solved the problem, um, but you know, it doesn't always have to be on your back as the catalyst. It's, it's asking the extra question, you know, have you tried this? Like how might we do that, you know, what, what other things can we, can we consider here to help make progress? So I would say, you know, plan, you know, planning that spontaneous interaction time of getting out with people in the trenches is huge. And it builds tremendous respect and rapport with people, so they see that you're part of that solution and not just, you know, somebody in the ivory tower which, you know, is there to in a sense make their life miserable, which, you know, it's unfortunate, but that's just in general that's the perception that people have of upper management, quote unquote. So that would be, that would be one thing, Bill, I'd recommend, uh, I, I think the other would be to become an actual expert in the creative process itself. Uh, you know, how do you ask a really powerful question, you know, whether you'd call it brainstorming or informal. Brainstorming like what are the types of questions that you can ask that actually provoke great ideas and have people thinking curiously as opposed to, you know, critically of the situation. So becoming an expert in the creative process, you know, and encouraging risk taking and then Being open to receiving ideas because you as the boss, it's, you know, we have to realize that we intimidate people and people are, they're either politically fearful or they're sensitive to the way you respond to them. If you respond positively or curiously or in a respectful kind of way. Guess what, they want to they want to come back to you with their next great idea. They see you as an advocate and not some sort of adversary or a judge with a black robe and a gavel that's just gonna, you know, judge their ideas and send them off, you know, on their way. So, that, I think that is really big, you know, people seeing the boss as an advocate and um You know, somebody that can move uh move the rock, so to speak. Steve, you are giving us some great ideas. I'm sure some some light bulbs are going up in some people's heads and maybe they're saying, you know, I really need to change. I need more ideas. What's a benchmark would you say if someone let's say if there's someone out there that's saying. I should be getting more ideas from my employees. What's a benchmark as far as a number of interactions, number of employees, somebody maybe should expect at the ownership level and to to basically be a barometer and tell them I need to do better at this if I'm not getting this number of ideas. Well, I would start with like you need one a day. at least one a day and if you're doing this spontaneous interactive piece or having great meetings you're gonna have, you know, one an hour um and and that's I I think the way we look at it and the way I work with leaders on it is treating every conversation you have as a brainstorm. Every conversation, whether it's just a status update or you know, really solving a problem, treating it like a brainstorming session. So if you do that, you're gonna really provoke a lot of ideas, but I would say at the very least to try to, try to spark and be a catalyst for at least one a day, um, with, with your folks by asking. Just a simple question, you know, what are you trying to accomplish today? And, and then the the ideas will flow from that. If that makes sense. Here's an example. Pixar, which we all consider best in class, uh, you know, innovative, incredible creative, uh, you know, producer of of movies. They built their organization, the entire physical plant of the of the the company so that they can have these spontaneous interactions, you know, so a director from one film would interact with a graphics producer and animator from another in the hallway and just say, Hey, I'm really challenged on this particular thing, and they go, Hey, what have you tried this? And so they designed the entire building and the way they set up meetings at which is more horizontal and vertical in terms of titles and whatnot to have those conversations and I just think it's it, it's magical for them and, and I think any leader for any company can do something similar and people love it. You've given us tons of ideas, great stuff, and it's really inspiring to hear these ideas. I mean, look, some of them are a plan for spontaneous interaction. Get wrap your head around that business owners. Create a plan to be spontaneous and go learn how to be an expert in your creative process, be open to receiving ideas. Steve, it's great stuff. How do our listeners get in touch with you and talk to you about some more ideas and maybe what might work for them? Oh that'd be fantastic. Uh, my, my website is culturology works.com. So, uh, there, there are a number of videos on there that I provide tips on on the creative process, brainstorming, uh, you know, how to shape an innovative culture, um, if you, if they, you know, if you want to go out to YouTube, you can just search under Culturology works and my, uh my channels will come up there. And you know I'd love my passion maybe people can pick up on it is I, I love ideas and to brainstorm as well. So if somebody, you know, wants to just simply give me a call, uh, you know, I'd be glad to, to, you know, spend some time just brainstorming some ideas on how they can build a more effective organization, uh, you know, at no charge, it just be my pleasure to, to meet you and, and find out what your challenges are and uh see if we can't move the needle together. It's great stuff, uh, and Steve, unfortunately we're out of time, but I wanna invite you to come back onto the show at another future time because we're we're just scratching the surface on this topic and I really, really have enjoyed speaking with you. So thanks very much for joining us and I look forward to the next time we speak. Thank you, Bill. I I appreciate the opportunity to speak with you as well and I wish everyone, uh, you know, great uh great luck with with what they're working on with innovation. We're gonna take a short break and we'll be right back after this, so please stay tuned. Just thinking about what will happen to your business if you're gone keep you awake at night? Will you get the price you need from your business to carry you through retirement? The BEI network of exit planning professionals is the world's leading advisor network with the power to help business owners transition out of business on their own timeline and terms. Ask your most trusted adviser to create a BEI plan for you or visit us at exitlannning.com. That's exit planning.com. You're listening to Exit Coachradio.com, the information station for age 50 plus business owners, where we're interviewing top advisors for their best tips, ideas, and precautions so you can be well planned. We upload new one minute tips every day. Exitcoachradio.com. Come listen for a minute. Thank you for listening to Exit Coach Radio. Men, if you're ready to reclaim your edge, listen up. I used to be held back by constant bathroom trips with multiple wake-ups during my sleep and looking for restrooms whenever I was out. Then I discovered better man. After just two months, I started experiencing fewer trips to the bathroom, less urge to go, and I even slept through some nights. I feel a noticeable boost in my overall well-being. And sexual stamina, it gives me the freedom and competence to live life on my terms. Betterman is clinically tested and trusted by thousands of men over 25 years. Ready to take back control? Go to Bebetternow.com to order your supply today. That's Bebetternow.com. These statements have not been evaluated by the FDA. This is not intended to diagnose, treat cure or prevent any disease. Use this directive. Individual results may vary.