If you’re a people leader who’s seen the movie Wonder Woman, you may be wondering how you can get your own small business’ employees to leap tall buildings in a single bound, remain relentlessly committed to their mission, and innovate their way out of every challenging situation.
You may, or may not, want your team to turn up to work in full costume (every day,) but you absolutely can turn them into a band of superheroes –greater than the sum of their parts.
We know that companies with highly engaged employees are more profitable, productive, have lower turnover and better work quality than their competitors – all of which directly affects your bottom line. And, (spoiler alert!) as you know from the movie, not having Wonder Woman-like employees on your team can lead to some pretty grim consequences.
So what’s holding them – and your business – back?
Assuming that your business is generally well run, that you’ve given your people the tools they need to do their jobs, and that you’ve got a solid organizational structure and decent talent, you may be scratching your head thinking, “what else can I do?”
1. Clearly communicate your company’s Mission, Vision and Values
In the movie, Wonder Woman is very clear why she’s leaving Themyscira – she wants to kill Aries, and save the world/humanity. When the going gets tough, she’s able to recall her mission, and why it’s so important to her.
She also uses her mission, vision and values as decision-making criteria – when faced with choices and compromises, she’s able to act decisively (understatement!) and in alignment.
However, for mere mortals in business, this can be more challenging. Many companies, especially smaller ones, haven’t fully articulated their mission, vision and values, or they're languishing as conference room posters instead of activating greatness.
The truth is, the smaller your company, the easier it is for your values to bring out your employees’ inner superhero. See below.
Back on Themyscira, Wonder Woman was content to trust the values of the Amazons on faith – after all, her mother was their queen. Eventually, she uses those core values and beliefs to forge her own path – that’s innovation.
However, your employees may need a little more involvement in determining why and how they do what they do every day at work. Small business leaders often say that they don’t have a mission, vision and values, but that’s usually not actually true. Collectively, you and your employees probably have a pretty good intuitive understanding of your company’s purpose and how you can best achieve your goals.
If you’re very small – like a startup – you should develop values before you start hiring – they’ll have a big impact on who joins your company, how they behave once they’re there, and how long they stay with you. However, if you’ve already got a merry band, then get together, brainstorm and co-create your mission, vision and values as a team. When you develop them as a group they will be more resonant, and less likely to serve as the aforementioned, oft-ignored conference room art.
As a reminder, your:
Mission statement articulates the reason your company exists
Vision statement describes the successful future state of your business
Values are like a social contract; they describe how and why you work together.
3.Walk the talk
As a leader, you yourself may not feel fully confident (yet) deflecting machine gun fire with your shield and/or wrist bands, but that shouldn’t stop you from leading the charge when it comes to exemplifying the values you (and your team) have identified.
Remember, part of the value of values is that they serve as decision-making criteria, and that starts at the top.
For example, if you’ve selected ‘Celebrating our Successes’ as a value, then be sure that you actively recognize your team member’s amazing work. When you do, be sure to reference your ‘Celebrating our Successes’ value so that your people know that living them every day is an important part of who you are as a company, and a team.
Your people are your secret weapon
To be sure, those scenes of Wonder Women felling bad guys with her golden lasso and amazon warrior skills are pretty cool. But remember, it’s her empathy for the starving woman she meets in the trench that compels her to act. And maybe this is the most important lesson that Wonder Woman can teach us about how to run a company; human-centric businesses outperform others. When you prioritize employee experience and engagement, you too can reap the rewards – your very own band of superheroes.
For more information on building a values and purpose-driven company, check out the Resources page on our website.
Season Four of the HBO comedy “Silicon Valley” has just begun, so it seemed fitting kickoff Dewpoint Communications’ inaugural blog post with a look at how leadership and workplace culture may be affecting the gang at Pied Piper, everyone’s favorite fictional startup.
Specifically, we wanted to examine the topic through the lens of one of the show’s most noteworthy characters, software engineer, Bertram Gilfoyle, aka, Gilfoyle. Fans of Silicon Valley will be very familiar with his ascerbic wit, however, even if you’re not familiar with the show, you’ll surely recognize some of the same personalities described in your own workplace.
Gilfoyle is happiest when he’s torturing his colleagues at tech startup, Pied Piper, and no one more so than his gullible counterpart, Dinesh. Gilfoyle’s unflinching, deadpan delivery keeps audiences in stitches as we watch his zingers land like bullseyes.
In one Season 3 episode, Gilfoyle delights in a colleague’s misfortune:
“Let me put this in terms you'll understand. I'm like a suicide bomber of humiliation. I'm happy to go out as long as I take you with me. Your shame is my paradise.”
Gilfoyle is, without a doubt, what Arianna Huffington would call a ‘ Brilliant Jerk’. So as much as we love Gilfoyle, the character, do we really love Gilfoyle, the colleague?
Remember the time that Dinesh finally got a love interest, only to have it flame out quickly? Gilfoyle was the first to kick him when he was down.
“Either she froze time, met and married the man of her dreams, unfroze time, and hopped back on to vid chat with you, or... you're the dogface. Which do you think it is? I'm on the fence.”
Much has been written about the importance of the ‘First 10 Hires’ in a startup. This core group, on board from the very earliest days of a company’s history, in many ways define its origin story.
Patrick Collision, co-founder of Stripe talks about the importance of those early employees in this How to Start a Startup lecture.
“The first ten people you hire, the decisions are so important [because you] aren’t just hiring those first ten people, you are actually hiring a hundred people because…each one of those people are going to bring along another ten people with them.”
This idea, that those first 10 hires are, in fact, creating the DNA of your company culture, is talked about a lot in the startup world, and there’s no better popular culture depiction of this universe than “Silicon Valley.” So, assuming we can put aside the fact that we’re actually talking about a television show, and that his character is critical to a range of other plot dynamics, the question must be asked, would you hire Gilfoyle?
On one hand, Gilfoyle exemplifies many of the qualities you want in an early employee; he’s brilliant, resourceful, playful, and surprisingly loyal.
On the other hand, Gilfoyle is also negative, combative, and actively creating the kind of toxic culture that Pied Piper could become when it grows up. As much as he rails against giant soulless corporations like Hooli, in fact, his cynicism and mean-spirited attitude towards his colleagues is actually sowing the seeds of the same corporate culture he rejects.
So what are some of the qualities you do want in those first 10 hires? What kind of person contributes to a high-performing team and a company that’s set up for success? How can you create a strong culture for your company from the start?
Ironically, the Silicon Valley character who most closely mirrors these qualities is Jared. While often the punchline for Pied Piper jokes because he seems so guileless, in fact, Jared Dunn is positive, professional, resourceful, scrupulous, loyal, constructive and relentlessly focused on the success of the company.
“I'll admit I'm sleep challenged. I just spent 4 days trapped in a steel box out in an oil rig full of robot forklifts. But now I'm back, and I am recovering, and I am focused, and we're going to pivot. Don't lose faith guys. Look at me, look at me. We've got a great name, we've got a great team, we've got a great logo, and we've got a great name. And now we just need an idea. Let's pivot. Let's pivot.”
Sure, sometimes Jared seems a little…sad. He’s more than a little odd, definitely psychologically damaged, sleeps on a cot in the garage, er, server room, and is always the butt of the team’s jokes.
“I mean, we're all cool here, but we know each other. So obviously, when Dinesh calls me retarded Frankenstein… or Gilfoyle refers to me as effeminate K.D.Lang, I know this is a joke among friends.”
But what would Jared be like if Gilfoyle wasn’t in the picture? What would any of the Pied Piper gang (except, let’s face it, Erlich) be like if they weren’t constantly shell-shocked by a barrage of negativity and insults? Maybe Richard could finally be the leader he’s trying to be. Maybe Dinesh would flourish and own his own genius. It definitely wouldn’t be a very good TV show, but it would almost certainly be a better company.
High performance cultures start with constructive, collaborative, highly engaged teams. It’s worth thinking about the kind of culture you want to create while you’re still huddled around someone’s dining room table like the Pied Piper gang. By the time you start scaling, the DNA of your company will already be embedded, and harder to change.
What do you think?
Have we got Gilfoyle all wrong?
How are you building a great culture in your company?
Victoria Dew is the Founder and CEO of Dewpoint Communications.