Changing a company culture can be a tricky business. For Marco Ferroni and his team at Lainox recognizing the positive effect of people power is essential for future success.
For Marco Ferroni, executive director of Lainox since 2012, "people are important because they can make or break a company. People are both the engine and the fuel," he says. A company with a mediocre product but the right people has more chances of success than one with a great product but people who are not motivated and passionate about the market.”
‘The right people’ in this case are those whose values are aligned with the company’s. Values and attitudes are not something you can change, so managers need to know who to hire. To do that, however, it’s necessary to go back to the drawing board and redefine values.
It’s a discovery process that Ferroni started a few years ago, making sure to involve everyone. Eventually, they chose ten values that best represent the brand, such as trust, result-oriented and team spirit.
Once you have the right people, it’s about making them work together towards the same goal. Here, there are a few basic steps to follow. One is to set clear objectives for teams and individuals in order to keep the right balance between the two levels. What also helps Lainox is that they much prefer team players.
The one thing a manager is not supposed to do, however, is motivate people. “We’re not motivators,” says Ferroni, “we set targets and then coach and help people so they can reach them.”
So here comes the caveat: it’s hard, daily work in a continuous process with possibly no end in sight. In addition, you have to sweat the small stuff. “Changing a company’s culture is comprised of 1,000 different things and keeping everyone on the same boat is my hardest challenge,” says Ferroni.