In March 2024, my company was in crisis mode, with unprecedented increases in fraud. I recorded a two-minute call-to-arms video and sent it out to all employees: "I'm raising the red flag and asking for all available resources." The response was incredible.
Everyone was eager to help, working tirelessly day and night throughout the weekend. Even team members with little knowledge of the issue asked where they could be useful or who they could support. Working together, we made significant progress completing tasks that would normally take weeks, in a much shorter time.
It was a humbling reminder of why Inc. Magazine honored our company among their Best Workplaces that same year. CEOs can treat people well, make policies, give raises, and determine benefits, which sets the tone.
However, the majority of what contributes to our company's successful culture occurs in the day-to-day engagements between managers and their teams. By empowering management with the tools to create the best possible culture for their people, we increase the chances of continuing to receive recognition as a Best Workplace, honoring the collective effort of our teams. Winning a title like Best Workplace is kind of like winning the Super Bowl.
Hearing the news was incredibly uplifting, and naturally, I felt both happy and proud of our achievement. But I also felt pressure. No Super Bowl-winning team ever declares their journey complete.
They understand the need to hit the ground running, push harder, and.
