Landscape Management, October 2013
BUSINESS PLANNER 2014 HOW DO I LINK MY COMPANYS VALUES TO OUTCOMES LANDSCAPEMANAGEMENT NET OCTOBER 2013 22 PHOTOS RUPPERT LANDSCAPE ISTOCK INTERNATIONAL INC A Theres been much written about the importance of developing a distinct company culture Like many of you for the first 15 years we were in business we didnt have the time or the energy to think about our culture let alone develop a formalized mission or values statement We were just operating an everyday business keeping our customers and employees on board and trying to succeed and be profitable It was only after we achieved a certain level of success with about 70 employees and geographic expansion that we started to figure out we needed to develop consistency We learned we had to further define what made us Ruppert and develop scalability around those ideas to ensure others within our expanding organization understood the principles we believe are important to our success It was then the term culture popped up in our vocabulary for the first time We started to look closely at what made us unique and what beliefs set us apart from our competition to help us continue to grow and succeed As with most organizations no matter the market or industry segment our key values centered around quality customer service Safety measurement and documentation are a big part of the Ruppert Landscape culture Here a crew undergoes employees and profitability We carved out 12 core values that are important to our success and supported our culture Once you determine your beliefs and document them about 5 percent of the exercise the real work can begin the other 95 percent of the equation a weekly vehicle safety inspection which is getting your employees to understand those values believe in them adopt them and make them their own Here are the steps you can take to link company values to outcomes Start from the top down As a manager or company owner its important to lead by example and live by the company values daily That means adhering to the same standards you expect from BY CRAIG RUPPERT continued on page 24 Q Lead R un Grow
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