Stanford Management is faced with an unusually large set of challenges being in the affordable housing industry. They work with clients, a workforce, and agencies who are strapped for time and resources. The tension from these challenges was reflected in the internal culture.
CEO Rosa Scarcelli had been learning about the 15 commitments in her YPO group and decided to apply them to her team. She specifically focused creating a culture of appreciation.
Rosa says, “[Before integrating the 15 commitments] there was a sense of working against one another, not for one another. The process of moving into appreciation shifted that thinking, and was important to breaking down the division. Because there was no longer something to push against, [we became] a more productive and more engaged culture.”
Devoted to Appreciation. The head of the organization takes the time to write handwritten appreciation notes to employees throughout the organization so they know their contributions are valued.
HR Reminders. Each week HR sends out emails to highlight a commitment and give examples of how to practice that commitment.
Book Group. On a monthly basis we held a virtual book group to discuss The 15 Commitments of Conscious Leadership and its concepts in greater detail.
Clearing Issues with Open Conversations. Through a 2 day training we taught the clearing process so our staff can easily work through issues by having open conversations in order to ultimately remove gossip from the workplace.
Practice Play Throughout Company. Hold Extreme Improvements Contests so managers can submit humorous stories, videos or essays about why their properties should receive attention from the home office and get extra funds for a makeover, making it a fun and engaging competition.