Building a Culture of Inclusion in the Workplace #WeLead

“Titles don’t matter here – what matters is how we can take care of one another and our customers” – Daryl Hammett

ConnXus’ workplace culture aligns with the growing body of research that correlates a positive work environment with dramatic benefits for employees, clients, and the bottom line. The team’s ownership mentality coupled with the relaxed organizational structure, we have established a work environment that promotes trust, autonomy, and efficiency. Each employee has the necessary tools and resources at their disposal in order to succeed independently while simultaneously collaborating towards our shared goals. Whether we are interacting with our clients or with one another in the workplace, we treat each individual with the respect, attention, and expediency they deserve.

The “CEO Mindset”

At ConnXus, every employee comes into work with a CEO mindset – allowing them to feel empowered, enabled, engaged, and responsible for truly owning their role. The responsibility that follows promotes timely execution and builds workplace morale. When individuals act as their own “CEOs”, it allows us to keep our team small, efficient, and nimble. As such, gathering a team of individuals who can be proactive instead of reactive is crucial to the success of our organization.

The CEO mentality encourages a culture of personal accountability: each employee possesses the autonomy to make appropriate decisions and the courage to take ownership. Every ConnXus employee completes an assessment of their cognitive style called the Hermann Brain Dominance Instrument. The test identifies an individual’s dominant thinking preferences within the test’s four  modes of thought: analytical, experimental, practical, and relational. By assembling a team with different cognitive styles, we balance our individual strengths and weaknesses and take the initiative to pursue our mission of creating a complete, convenient and cost-effective solution to meet the needs of both buyers and suppliers.

Flat Organizational Structure

Empirical evidence suggests that flat organizational structures provide greater need satisfaction for employees and greater levels of self-actualization (1). The philosophy behind this structure supports motivated and independent workers will be more productive when they are directly involved in the decision making process, as opposed to deadline with the bureaucracy that comes with rigid hierarchies.

Decentralization of the traditional hierarchical workplace structure elevates each employee’s level of responsibility within the organization. By shifting focus away from titles, ConnXus has removed the excess layers of management that can impede collaboration, trust, and communication between employees, streamlining the decision-making process and promoting efficiency and equity.

Our small team of thirty employees, each equipped with a CEO mindset, thrives with this flat model. Though our team spans three generations, ConnXus COO Daryl Hammett believes the flat, independent nature of our culture allows us to work across these generational lines and connect with one another as equals. “Titles don’t matter here, what matters is how we take care of one another and our customers.”

How it all Ties Together

A study by economists at the University of Warwick found that happy employees saw a 12% spike in productivity, while unhappy workers proved 10% less productive. The researchers concluded that happier workers use the time they have more effectively, increasing the pace at which they can work without sacrificing quality (2). We believe it is imperative for our team to feel encouraged, engaged, and accountable every day they come into work. At ConnXus, we’re proud to have established a supportive, autonomous culture which fosters growth for our employees and our mission.  

Sources

  1. http://open.lib.umn.edu/principlesmanagement/chapter/7-3-organizational-structure/
  2. https://www2.warwick.ac.uk/newsandevents/pressreleases/new_study_shows/