Do you remember those motivational posters that had a majestic image and an empowering quote or word below it? So many offices across the nation sported variations of these posters (and maybe still do) as a way to drive a strong corporate culture. We had an entire arsenal of cultural accouterments: Vision. Mission. Values. On a tri-fold laminated card? Yes please. With a matching inspirational daily calendar? Absolutely. 

Somewhere along the way, we started defining company culture by its accessories rather than its substance. We showcase culture by the perks and benefits our organization offers, rather than by behaviors exhibited. 

In recent months, I've been exploring the connection and implications of employee turnover and resident turnover. The ManagInc Q1 2018 Financial Impact Report shows that the lower the employee turnover in the multifamily housing industry, the lower the resident turnover, resulting in increased NOI. This monetary connection has me looking to successful organizations who proudly display the importance of their teams. Case in point, I've embraced what Sir Richard Branson, of the many Virgin companies, says, "The way you treat your employees is the way they will treat your customers." 

Which leads to the question of, "How do we treat our employees?"  Which then leads to the question of culture. What are the norms and expectations of inter-company interactions? If it takes the Accounting Department 3 days to return a frantic Property Manager's call, can we honestly expect that Property Manager to return their resident's call within the mandated 24 hours?

My new favorite quote on the subject is this: 

“Culture simply asks employees to treat customers the same way they are treated.”

– Dennis Ford

It turns the notion of culture on its head, doesn't it? Instead of defining standards and expectations and exhorting the company to live by its set of defined Values, it sets the expectation of, "I'm asking you to treat your residents the way that I treat you every day. I'm asking you to support your residents the way I support you every day." 

Every day. 

What would happen if you introduced that language to your entire management team tomorrow? Would it change how they conduct themselves? Would it cause widespread panic? This is a real question. How would your management team respond to the notion of asking their direct reports to treat their residents the way they, themselves, are treated by their co-workers and supervisors?

Here's the thing: As an employee, if the company culture supports me with what I need on a daily basis in order to do a good job, then I'm more willing to help out those customers or co-workers on a daily basis who need support from me. If not... Well, as our founder, Doug Miller, says, at 4:59 my backpack is packed and over my shoulder, and I'm watching for the clock to strike 5:00 p.m.  

And as my 10-year-old daughter would say, "Golden Rule much?"