Culture is the engine that drives our organizations – for better or worse. For leaders, that means that managing marketing results is only HALF of the job. The other half is managing values and how people treat each other in the workplace.

In our latest members-only, virtual roundtable, S. Chris Edmonds, Founder and CEO of The Purposeful Culture Group and author of The Culture Engine, led a thoughtful discussion on how CMOs can effectively measure their organization’s cultural pulse to better understand team member satisfaction at every level. Additionally, he shared his performance-values matrix that will help you hold people accountable for both cultural behavior AND performance within the team.

Upper Right: Ideal Performers.

These people have high performance and high values and are the rockstars on a team. One thing to remember here, though, is that they will reduce drama in the workplace, but they won’t reduce conflict. Conflict, after all, is a good thing when done respectfully.

Bottom Right: High values, but low performance.

These people may be the ‘corporate sweethearts’ but, unfortunately, you must remember that everyone needs to contribute to the performance of the team. A solution may be to train them, adjust roles or – lovingly – set them free to find a place where their skills are a better match.

Bottom Left: Low values, low performance.

This should be the easiest one of all quadrants – lovingly set them free. However, for most teams, it takes longer than it should to make the move. Just remember that you aren’t helping either party by keeping these people on board.

Upper Left: Low values, high performance.

Moving back to the upper quadrant, this is perhaps the hardest situation to deal with. The numbers are good and on paper, this person is a top member of your team. But in person….no so much. “Poison” is how one might describe this square on the graph, because it’s where most team and company drama stems from. However, because they are killing it in terms of performance, there are no consequences for not living the brand values. Unfortunately, if you’ve tried to approach this person and work out the values system with no luck, it may be time to lovingly let them go as well.

This is a hard evaluation, no doubt, but that makes it all the more important. If you involve your team in the process and provide this graph for them to self-evaluate, you may be surprised though. People often want to improve within themselves and their roles, and this gives low-performance individuals an opportunity to step up to bat and proactively ask how they can improve. Likewise, it gives your low values matches an opportunity to think about if they are really in the best place for them. Done effectively, this can lead to 40% growth in engagement, 40% gains in service, 35% growth in results in 18 months!

Top takeaways from the virtual roundtable include:

  • To start measuring culture, look at how your organization measures performance. This reveals how you are inspiring (or not inspiring) your team to perform at their best.
  • How to engage your team members so they feel great about the work they are doing (studies show that around 65% of employees don’t feel engaged at work).
  • What brands can do to measure and increase employee retention in a changing economy.
  • How marketing leaders can balance individual and organizational incentives to make sure everyone has tailored goals that are being met?
  • Questions to ask yourself in order to evaluate if your team members are all being treated with trust, respect and dignity – while being held accountable for upholding company values.