Creating A Visionary Culture
Success in business, as in life, is dependent upon many variables. Success also has many indicators, many of which are subjective and personal to the individual or organization. What one views as an indicator of success, another may not give the same weight. Some may view the bottom-line as the greatest indicator of success in business, while others may view client growth and retention as a lead metric. Which is right is not to be debated, but to be determined by intentions and organizational purpose.
For example, if the purpose of a medical aesthetics practice is to grow revenue so the practice can be flipped in a few short years, the bottom-line becomes a lead indicator. If the goal is to build an enduring practice that changes lives and can withstand the test of time, the lead indicator becomes something very different. As such, purpose can be a trusted guide when it comes to fulfilling the vision. Purpose can also lead to the creation of a culture that supports such a vision.
If the intention is to grow the bottom-line, a culture that supports such a purpose is likely to be developed. What might a culture like this look like? Such a culture may view clients as a source of revenue in the short term, versus the lifeline of the practice over the long-term. Service and product recommendations may be driven by the need to grow the bottom-line, versus what is best for the client and the creation of a long-term relationship. Employees are likely to be viewed the same. As such, they will likely mirror the attitude of a bottom-line driven culture, solidifying the client relationship as merely transactional. Client experience becomes less important than how much revenue can be extracted from each interaction.
While the bottom-line will ultimately determine whether a practice can pursue its vision, it is not excessive focus on the bottom-line that will lead to long-term success. Ultimately, a strong bottom-line is made up of many contributing factors, each of which when managed properly, inject the practice with life sustaining energy.
For those looking to build enduring practices, there is one factor that has the greatest influence over the others and is responsible for the fulfillment of the organization’s vision and purpose. It is culture.
Culture is not a theory. It is real and lives inside the attitudes, beliefs, and behaviors of the people who do the work. It is these people that bring the purpose of the practice to life. They reflect the values of those who lead them. As such, it is they that will ultimately determine the level of success achieved.
Contrary to what some might think, culture does not happen by accident. An organization's culture is developed over time and through the daily decisions that are made by its leaders. It is solidified and reinforced through the interactions that take place and the behaviors that are tolerated.
A strong organizational culture requires consistency between what is said and what is done. Culture is a marriage between actions and words. Any organization can post videos of a moment in time that make the culture appear to be fun and engaging. However, culture is not a social media reel. It is more than words on paper. It is lived and played out daily. It is visible. It is felt. It is real.
Any organization can place lofty goals and make bold statements in a strategic plan or mission statement. However, it is only through people that such initiatives become reality. People must be led by a vision, driven by a greater purpose than self or money, and held accountable for execution. They must be guided by a culture that accepts nothing short of excellence.
As such, organizational culture cannot be faked. Faking culture is like a boxer trying to fake preparation for a big fight. When the bright lights of the ring shine down, words cannot hide inaction and lack of accountability for work not done. Company picnics, holiday parties, and turkeys at Thanksgiving are fine gestures and great ways to bring employees together in a non-formal setting. However, if these are merely obligatory gestures and are not supported by similar actions all year long, then the gesture is hollow.
If you are an organizational leader struggling with how your team is performing, treating clients, or the bottom-line, take a moment to look around. Look at what you say you value, how your actions reflect such statements, and how your attitudes and beliefs support what you say. Maybe you'll see opportunities for improvement. It is only through reflection and recognition that change can begin. If you take consistent action to align what is said with what is done people will notice and over time your culture just might become what you want. Subsequently, the bottom-line may follow suit.
💌 Are you ready to take on an investment partner to help you grow your medical aesthetics practice? If so, we are here to partner with you every step of the way. Fill out the contact form or send us an email at info@baraesthetics.com and we will schedule a call to discuss the possibilities.
Don’t forget to sign up for our newsletter below so you never miss an opportunity to learn and grow.
