{"id":395,"date":"2021-07-29T13:02:58","date_gmt":"2021-07-29T20:02:58","guid":{"rendered":"https:\/\/www.cultureindex.ca\/?p=395"},"modified":"2021-08-18T15:26:40","modified_gmt":"2021-08-18T22:26:40","slug":"the-culture-interview-with-jordan-behan","status":"publish","type":"post","link":"https:\/\/www.cultureindex.io\/fr\/2021\/07\/29\/the-culture-interview-with-jordan-behan\/","title":{"rendered":"Entretien sur la Culture avec Jordan Behan"},"content":{"rendered":"
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Jordan Behan<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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A big thank you to Jordan Behan who is the first person to be interviewed as part of my organizational culture interview series.<\/p>

Jordan Behan is the creator of the Lean Marketing Playbook for Software as a Service \u2014 a program that helps early-stage software companies kickstart their growth with content marketing. He has worked in digital marketing for software companies of all sizes for over 16 years.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Comment d\u00e9finissez-vous la culture au plus haut niveau?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Si vous pouviez cr\u00e9er la culture organisationnelle id\u00e9ale sans aucune restriction comme le co\u00fbt, quelles sont les trois premi\u00e8res choses qui vous viennent \u00e0 l\u2019esprit?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Cette d\u00e9finition changerait-elle lorsqu\u2019il s\u2019agit d\u2019une organisation? Si oui, comment?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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When I think about culture from an organizational perspective, it\u2019s how the people in the organization feel about working for the company. If you look at it through a management or a human resources lens, you want to have people feel like they are a part of something important. Culture is that movement or belief that we create in people that can be won or lost.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Si vous pouviez cr\u00e9er la culture organisationnelle id\u00e9ale sans aucune restriction comme le co\u00fbt, quelles sont les trois premi\u00e8res choses qui vous viennent \u00e0 l\u2019esprit?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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  1. Creating transparency for all team members<\/li>
  2. Connecting employee efforts to the company\u2019s performance<\/li>
  3. Celebrating everyone\u2019s wins and successes<\/li><\/ol>

    The number one thing is creating transparency for everyone in the company around how their work affects the company\u2019s outputs and bottom line. While revenues and sales may not seem relevant to an office manager or human resources team member organizations must find a way to connect employee\u2019s efforts to overall company performance.<\/p>

    If you can connect their work to how it helps the company goals, employees will feel like they are part of something bigger than themselves and that their efforts have an impact. That\u2019s the most important thing in my experience.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    How can we help an employee whose work doesn\u2019t directly impact the bottom line see how their work impacts the company outputs?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    If you are being transparent about how an employee\u2019s work impacts the bottom line it might not be a straight line between revenue and a team member\u2019s performance. Perhaps an administrative employee can be striving to improve their speed of response, how their work enhances NPS, or tracking the number of positive interactions they have. We need to give employees a way to understand that their efforts and performance matters and that they can see that they are part of the greater goal.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    The management problem there is: How DO you find a way to connect each and every person in your company to the mission and have them feel like they are a part of it? How much do they feel like they belong and that they matter?<\/p>

    When you say \u201cculture\u201d it\u2019s easy to think about fancy coffee or free groceries or Zoom backgrounds but the more important piece is how much do people feel like they belong and that they matter.<\/p>

    A great culture enables everyone to come to work every day excited to get down to business. A lot of companies chase after \u201chow do I get this person to perform better?\u201d rather than \u201chow do I make this person feel important so they can perform at their best?\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Tell me about coming into a company with strong organizational culture as a team leader\/manager joining and leading an existing team.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    It is a challenge as a manager to join a new team. Culture is ever-present, and when you join an organization, you take your place within it. As a leader, your job is to improve the culture and refine it. You have the challenge of planning and vision but also of getting everyone to buy into that vision.<\/p>

    As a new manager, one of the biggest challenges is the systems, processes, and team members that you inherit. Not only are you trying to become part of an existing culture but it\u2019s also upon you to change it for the better, which could require making some tough decisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    You\u2019ve been part of great cultures and other cultures. You\u2019ve been in big companies and little companies and now largely working as an independent consultant in a web of contractors. Each of those has distinct cultural challenges and opportunities. Reminisce about your experiences and compare those three models of organizational culture in your own experience.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    When it comes to brand new companies or startups culture is almost the easy part provided you have a visionary leader who at least considers culture an important part of the company.<\/p>

    In companies who are more mature things can get a bit more challenging. There is a chicken and egg problem: do we invest in culture to unlock our growth or will that investment impact our ability to grow due to the expense? Competing interests among leaders on the topic of culture can really hold things up. Everyone needs to be on board.<\/p>

    At larger companies it has to be systemized<\/strong>. It has to be more than a list of values written on the wall. You have to include metrics. You have to have one on one meetings with employees to talk about their aspirations for the future and build that into your performance management but also their career growth. Without that any one person in the company can be an island unto themselves not knowing how they are connected to the organization\u2019s goals. The bigger you get the harder this becomes. Each manager of people has to be personally responsible for each of their direct reports and bringing the grand vision to them and getting them on board with it. As a company grows the investment that is put into culture becomes more and more important. A company that\u2019s performing at 5x better than their competitors in many cases is doing so because everyone has bought into the vision and they will exert themselves to contribute to the organization\u2019s success.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    When you work with clients how does culture fit in for you as an external consultant?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    I deal a lot in branding and that\u2019s a part of culture. I always ask, \u201cwhat\u2019s the story we are telling?\u201d and \u201cwhat do we feel strongly about?\u201d To be honest, that\u2019s about as far as my work goes. I ask questions like \u201cWhat do you want to be known for?\u201d that relate to company culture.<\/p>

    That cultural fit component never loses its prominence -it\u2019s equally important on employee number three as employee 355. The culture evolves and changes, but fit is always a vital part of hiring.<\/p>

    The wrong hire could disrupt a team\u2019s unity, undermine leadership, and derail processes. We\u2019re speaking in extreme examples here but keep your eye on the prize and keep finding people who are keen and care about your organizational mission.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Lorsque vous pensez \u00e0 une mauvaise culture organisationnelle, quelles sont les trois premi\u00e8res choses qui vous viennent \u00e0 l\u2019esprit?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    1. A top-down command leadership style<\/li>
    2. Motivating employees with fear or threats<\/li>
    3. Exploiting people to the point of burnout<\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Tell us a story about being a more junior team member where you had an experience with bad culture?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      I\u2019ve been lucky in my career but I can think of one minor example. I remember when I worked at a bank. I resented that I had to wear a suit jacket 100% of the time and there was no questioning the manager\u2019s authority. \u201cA man not wearing a jacket is a man half dressed,\u201d they would say.<\/p>

      I was not being given the opportunity to make that decision for myself even on a hot Saturday afternoon and I didn\u2019t agree with that. There was no explanation given as to the connection between the jacket my performance. Not understanding or agreeing with the \u201cwhy\u201d made it harder for me to accept.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      Tell us a story about being a more junior team member where you had your first personal experience where you know it was good culture?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      My two first jobs as a marketing manager have similarities here. I was hired without a ton of experience and yet I was given the opportunity and autonomy to decide for myself what I wanted to do. I was empowered and had freedom. The license to learn for myself. To make mistakes and try new things. Both of the companies had a belief in me and it made my work much more challenging and fun.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      Tell us a story about being a more senior team member where you had an experience with good culture?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      In the company where I experienced arguably the best culture, I saw examples of leaders who held culture above all else. Culture was the most important thing to them and that was clear to everyone else. It was that leading by example and making people feel familiar. It was a decision that was made and an ethos that leaders lived by and led by example.<\/p>

      It felt like warming your hands by a flame. Nothing was contrived. We all really felt that way because leaders also felt that way. They cared deeply about our success and so we all cared deeply about our success. When it doesn\u2019t have to be said, it just is, that\u2019s when it\u2019s great.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      Thank you to Jordan Behan for sharing his experience and expertise with organizational culture. Learn more about Jordan\u2019s work and his book The Lean Marketing Playbook for SaaS (Software as a Service)<\/a> or connect with him on LinkedIn<\/a>.<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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      \n\t\t\t\t\t\t\tKemp Edmonds\t\t\t\t\t\t<\/h4>\n\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
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      Responsable de la Culture en Milieu de Travail Canadien<\/p>\n\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      Jordan Behan A big thank you to Jordan Behan who is the first person to be interviewed as part of my organizational culture interview series. Jordan Behan is the creator of the Lean Marketing Playbook for Software as a Service \u2014 a program that helps early-stage software companies kickstart their growth with content marketing. He […]<\/p>\n","protected":false},"author":1,"featured_media":1957,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13],"tags":[11],"class_list":["post-395","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-culture-interview","tag-culture-interview"],"yoast_head":"\nThe Culture Interview with Jordan Behan - The Canadian Workplace Culture Index<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.cultureindex.io\/fr\/2021\/07\/29\/the-culture-interview-with-jordan-behan\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Culture Interview with Jordan Behan - The Canadian Workplace Culture Index\" \/>\n<meta property=\"og:description\" content=\"Jordan Behan A big thank you to Jordan Behan who is the first person to be interviewed as part of my organizational culture interview series. Jordan Behan is the creator of the Lean Marketing Playbook for Software as a Service \u2014 a program that helps early-stage software companies kickstart their growth with content marketing. 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