Security Business

JUN 2018

Find news and information for the executive corporate security director, CSO, facility manager and assets protection manager on issues of policy, products, incidents, risk management, threat assessments and preparedness.

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BY RIC MCCULLOUGH 58 Security Dealer & Integrator / June 2018 M uch sage advice is continually written on how to create, sus- tain and manage company culture; in fact, a Google search on company culture will net you more than 71 million results! One of those results, Deloitte's 2016 Global Annual Human Capital Trends report, shows that 86 percent of the more than 7,000 businesses that responded cite company culture development as one of the top three most important and identified business needs. As leaders and managers of oth- ers, we have to take company culture seriously, as it is a critical part of the health of a company. How do I know? Because employees say so! One of the most important under- pinnings of building and maintain- ing positive corporate culture rests on a simple concept – accountability. Merriam-Webster defines accountabil- ity as "an obligation or willingness to accept responsibility or to account for one's actions." A great influence a com- pany's culture, accountability can be either profoundly positive or negative, depending on the scenario. Creating a 'Culture of We' Accountability and its influence on company culture Insider Intelligence BY RIC MCCULLOUGH © Istock The Culture of Me Have you ever encountered manag- ers or peers who believe accountabil- ity is just about serving themselves? ey claim to buy into the company standards and the company goals; however, they simply seek personal accountability. ese are the managers who feel their employees are pawns in their quest for greater recognition or power. ese are the peers whose primary objective is to look better to the boss. ey take personal credit for the goals and accomplishments of the team. Conversely, these are the same people who are all too willing to cast blame on their direct reports or peers when things just do not go as planned, or when the department falls short of a goal. is is the classic "Culture of Me" – the idea that com- pany culture is great as long as it is centered on that person. is is toxic on its best day and extremely corrosive and detrimental to the health of company morale and culture. Employees want to care but it is difficult when they see this type of behavior. Accountability should include everyone. The Culture of We Have you ever encountered a depart- ment or company that just gels and accepts accountability as a team? You have seen it – that department or com- pany that just coalesces around expec- tations and goals and succeeds through consensus-building. Everybody out- side this company or group wants to be a part of it – it has "street cred." e existence of these groups or companies is no accident; in fact, there is a solid reason for it. It starts with a leadership vision and a plan to only hire and retain people that fit the com- pany or department and the culture you are trying to sustain. Outliers do not exist in this envi- ronment – accountability exists for everyone in equal doses. Without question, this is a tough principle to consistently adhere to; however, the morale and productivity – and therefore culture – so import- ant to you and your company will be rewarded in the long run. According to, "company culture is implied, not expressly defined, and develops organ- ically over time from the cumulative traits of the people the company hires." If your company is one of the many that works diligently to create a thriv- ing company culture, hiring the right people to fit that culture is paramount – as well as holding current employ- ees accountable to them. Without this strategy, the culture you work so hard to build can easily be damaged. ■ » Ric McCullough is COO for PSA Security Network. To request more information about PSA, please visit

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