Build a Culture of Growth

How you and your people interact must support your company’s growth

Mike Van Horn 
#14 in the series

Does your business culture support your desired growth? Or are you stuck in a “culture of smallness?” Here's the difference:

Culture of Smallness. You treat employees like family—often a dysfunctional family.

GROWTH CULTURE. You treat employees with firmness, fairness, and consistency, based on job descriptions and performance standards.

Culture of Smallness. You interact with customers and suppliers in a very casual way. “Need a rush job? Sure, I can bump other people.” Or, “I’ll come in on the weekend to get it done.” Your change orders are verbal. You often don’t charge for the extra work.

GROWTH CULTURE. Your consistent policies on scheduling, pricing and billing allow you to be competitive yet profitable. Your customers always know where they stand with you.

Culture of Smallness. When customers come in, they expect to see you. You must always interrupt what you are doing to put in face time with them.

GROWTH CULTURE. Even though you are the driving force, your key people are capable and trusted, and are respected by your customers.

This workbook contrasts the two and tells you how to get from smallness to growth.

Topics covered

  • How Big—and How Fast—Do You Want to Grow?

  • Before and After—Examples of Changing Business Culture

  • Requirements for a Culture of Growth

  • What Is Your Company Culture Now?

  • Culture of Growth—Four Cornerstones

  • How You Can Change Your Business Culture

  • How to Overcome Resistance

  • How to Get the Support You Need

Millions of business owners have dealt with these challenges, and most have resolved them for growth and profitability. This workbook gives you the tools to work through them for yourself. You won’t just read good ideas, but answer questions to apply them to your business situation.

Warm up exercise

From the workbook

Do You Have a Culture of Smallness in Your Business?

Do any of these resonate with you?

  • The family business. Family drama plays out in the workplace.

  • You treat employees like family – often a dysfunctional family.

  • You interact with customers and suppliers in a very casual way. “Need a rush job? Sure, I can bump other people.” Or, “I’ll come in on the weekend to get it done.”

  • Your change orders are verbal. You often don’t charge for the extra work.

  • You are so busy doing the work you don’t send out invoices on time. Or follow up to make sure they are paid.

  • When customers come in, they expect to see you, not your employees. You must always interrupt what you are doing to put in face time with them.

  • Your bookkeeping is viewed as a necessity for preparing tax returns, not as a regular management tool.

  • You and your managers get together after hours to work things out for the next day.