Do your employees understand company finances? Do they know how their individual decisions impact the health of the company? Are they empowered to think and act like owners?
Over the years, I’ve returned time and time again to one key question: Does great culture drive open-book management or does open-book management drive great culture? As a leader, I’ve done my due diligence investigating the answer and, after much careful thought and research (and some trial and error), I’ve learned that, for my company, culture had to come first.
On June 30, 2016 at 3:05 p.m., our leadership team called an impromptu all-hands meeting for our company’s 90+ employees. Coming into the Fourth of July holiday weekend, it was a sweltering day in the factory. People were hot and tired but remained positive and enthusiastic, curious about the content of the meeting. About an hour before the meeting, my COO, Joe Boudreau and I asked our Shop Manager and Lead Machinist, Joel Lape (an instrumental and vital player in the start of our company almost a decade ago) to share some important information and a surprise announcement with the team.