It's Not the Player's and Employee's Fault. It's the Organizations

These days on our news feed, the top stories in sports typically consists of a star athlete who no longer wants to play for his current team. The unhappiness and lack of appreciation that causes transit movement is nothing new to the business sector. Employees express their discontent and leave for seemingly better positions all the time. We can call these players selfish, money grabbers, and self-serving, yet often the organization has contributed immensely to the problem. The reality of this matter is relatively simple and straightforward. It is often discussed in the business world, resulting in a popular refrain:

Wrong. Bad managers and leadership only exist because of bad cultures. Allowing a bad manager to work within the walls of an organization is more reflective of a corrupt and lack of accountability culture. Therefore, the problem resides not in the manager but with the overall structure of the organization.

Ric Elias, the CEO, and co-founder of Red Ventures, a portfolio of fast-growing digital businesses, knows the valuable benefit of having a great culture. He understands a stellar culture gives him and his organization a competitive advantage.

Red Ventures culture believes:

1. Running up escalators. Don't ever slow down, value constant innovation. They strive to become the best, and no idea is a bad idea. When a shark stops swimming, it dies. Continuous movement and constant thought are encouraged and celebrated.

2. Strive for improvement each day. When Red Ventures' interviews potential employees, they look for coachability. They don't believe motivation comes from fear. They want to feel the energy in the building every day. The thirst for improvement will always outshine the hunger for more money. Talent will become stagnant when talent is not learning.

3. Win the right way. They want people who work hard with high character. No short cuts and no easy way around an issue. Having open lines of transparent communication is essential while giving feedback each week, month, and year becomes vital.

4. Everything is in pencil. Adaptability is Red Ventures' secret weapon. The larger the company becomes, the smaller they get. They focus on adjusting to change and having a constant love affair with a fresh perspective.

5. Leave the woodpile higher. Give back to others while becoming more prominent than just your individual needs. Always look to share success. When in doubt, humble yourself and give, not get.

Ric Elias believes building the culture at Red Ventures’ has been like having a newborn baby to feed, nurture, teach, and love. Cultivating a great culture also comes down to what you as an organization will tolerate. So in the future, when players or employees want to jump ship and move on, don't be so quick to blame them. Examine your culture first.

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