As company leadership begins to plan out upcoming goals for this year’s Q3, they’ll be navigating a drastically altered landscape compared to this same time in 2019. But, even with so much change in the ways businesses interact with the world due to a global health crisis, one thing has kept teams grounded and workplace cultures forging ahead – a shared mission.
In fact, 60 percent of millennials reported that they chose to join their current employer in part because of the organization’s shared sense of purpose, according to Deloitte’s annual Millennial Survey. However, not just any mission will do: it has to be attainable, practical and drive teams to want to constantly improve – both for the clients they serve, and themselves.
“You need to scale good, positive decision-making that aligns with your core beliefs,” Ashish Shah, CEO and co-founder of Dina, said. “That’s what will keep your organization on track to hit the major goals and objectives.”
Built In Chicago sat down with Shah and two other company leaders to learn more about translating a mission into direct action and keeping employees united to produce the greatest work possible.
As a team leader, how do you translate Phenix Real Time Solutions’ mission into specific actions or goals for both the company and individual teams?
As Phenix continues to grow (we are now almost 50 people!) it is essential that communication is clear, concise and everyone is working toward the same goals. Each of our employees are focused on specific functions – engineering, product development, sales, marketing. However, the key to success is that the parts ultimately add up to the whole.
To accomplish this, we have set up a communication structure that includes a bi-weekly all hands, weekly team calls and regular one-on-ones. During the all hands, we discuss new opportunities, provide an update on the status of the company, and end with something positive to keep spirits high and everyone motivated. Weekly team calls allow department heads to get a bit more granular and talk about what is needed to move the ball forward.
What aspect of your company culture or values most reflects Phenix Real Time Solutions’ mission?
Although Phenix is a technology company, the core of the company is its people. Without the “right” employee in each role, nothing would get done properly. And no one would have fun – which is something companies too often forget. It cannot be work, work, work all the time. Thus, the hiring process is something we value greatly.
You can never guarantee that every person you hire becomes a superstar. But if you take the time to investigate their background and experiences and speak and meet in person with them as often as possible, you can then formulate a solid character assessment and determine if they fit the company culture. For Phenix, it is as important that each employee not only have the skills needed for each role, but their personality fits with the other team members and the company overall.
It is as important that each employee not only have the skills needed for each role, but their personality fits with the company overall.”
What role do your team members play in building, strengthening or celebrating your Phenix Real Time Solutions’ mission, and why?
We ask a lot of each of our employees. We expect them to work hard, be passionate about their work and feel proud of their accomplishments. We have tried to build a collaborative work environment, a place where no one is afraid to make mistakes.
Earlier this year, we had a milestone moment for the company. We set a record for streaming video to the most people in real time during a week of horse racing in the U.K. It is one thing to say you can do something yet another to actually do it. Had we not had everyone on the same page, we would have never pulled it off. This is the best example of what can happen when you communicate the message to everyone and we all work as one to accomplish our goal.
As a team leader, how do you translate C.A. Fortune’s mission into specific actions or goals for both the company and individual teams?
At C.A. Fortune, our mission focuses on strengthening brands of all sizes to ultimately inspire healthier lifestyles for consumers. Translating the aspiration into reality happens by setting practical company-wide goals for the workforce to rally around, creating space and situations for our people to live their own versions of healthy. We also provide a variety of communication channels and feedback loops, the right tools and technology, and a continual focus on client needs.
Each quarter, we hold a town hall for the executive leadership team to personally share updates around our goals supporting the mission and client success stories. These real-life examples prove to our people that the actions we’re taking together are truly allowing us to live our mission, driving success for our clients and ourselves alike.
What aspect of your company culture or values most reflects C.A. Fortune’s mission?
There is a unique parallel between the culture we create and what we deliver for our clients. In short, better brands and better people: strengthening ‘better for you’ brands and inspiring healthier lifestyles.
We have weaved that mantra into our employee experience by creating employee-led C.A. Betterment programs that provide space for individuals to become a better version of themselves and their communities each day. Some of our Betterment programs include education, volunteerism, wellness and diversity. Those programs also help employees across the country connect as they are encouraged to bring their whole selves to work and have an opportunity to collaborate deeply and personally.
Translating aspiration into reality happens by setting practical company-wide goals for the workforce to rally around.”
What role do your team members play in building, strengthening or celebrating C.A. Fortune’s mission, and why?
The C.A. Fortune team is special in part because we are the nation’s only vertically integrated agency – so no matter the size of the client or the stage of the product, we have something in our tool kit to help get that product on the shelves (literally and digitally) and into the hands of consumers. We seek to strengthen brands of all sizes, from emerging to market leader, and the potential for us to do so is limitless. Our team is encouraged to innovate and be curious.
While all C.A. Fortune employees own our culture, mission and values, the people and culture team maintains a strategic lens on our programs to ensure alignment and analyzes employee sentiments from surveys, reviews and informal feedback loops. Leaders at the organization also evaluate potential talent for passion about our mission and will help to drive it forward.
As a team leader, how do you translate Dina’s mission into specific actions or goals for both the company and individual teams?
Before we could identify the qualities we value as a company, we first broke down our mission and vision into major strategic milestones that set the course for our company and business. Our team now works through a structured quarterly and annual planning process where we translate the big picture into achievable goals. As a company, we determined that trust, compassion, courage, excellence and diversity are the qualities that best align with our mission and how we want to operate.
Culture, values and rituals play an important role in a large, growing organization. Clarity in these areas will help accelerate the pace at which you hit your goals. You need to scale good, positive decision-making that aligns with your core beliefs. That’s what will keep your organization on track to hit the major goals and objectives.
Finally, educating and celebrating together when these values are demonstrated is the best way to cement the culture and ensure the entire organization is aligned around your core beliefs. Write down what you stand for, talk about it, celebrate it. That’s your superpower in both good times and bad.
What aspect of your company culture or values most reflects Dina’s mission?
Our vision is to technologically enable the healthcare industry’s transition to virtual and in-home care. We believe the best way to do that is to bring together a diverse group of people who reflect the communities we serve and create an environment that brings trust to the forefront, so people can work at the top of their game.
We are proud of the wonderful and compassionate team members we have, and we truly celebrate those who go above and beyond to help others excel. Healthcare is a team sport, and our organization is no different. We invest in building up others. When everyone has that mindset, what may feel impossible begins to be achievable.
The company creates an environment, but it’s the people who shape the culture.”
What role do your team members play in building, strengthening or celebrating Dina’s mission, and why?
The company creates an environment, but it’s the people who shape the culture. Our peer recognition and philanthropic activities have evolved organically, created by the team as a way for us to come together and demonstrate our values.
Dina’s employee-led philanthropic program, Dina Does Good, is a great way for us to give back to the communities where we live and work. We recently came together for a day of service with Top Box Foods, a Chicago-based nonprofit that is creating equitable access to healthy food. We packed boxes with fresh foods and pantry staples which were delivered to more than 300 seniors in the community.
Every Friday, we recognize and celebrate individuals who truly embody our values of courage, excellence and compassion with our “Stud of the Week'” award. Hearing the long list of nominees and their achievements from the past week is a clear reminder of how much our values connect to our day-to-day work life. This knowledge translates into our recruiting efforts as well. We want to identify people who are excited about what we stand for, and the more we talk about it internally, the easier it is to articulate to candidates and find the best mutual fit.
