By Garfield Joseph, MBA
This morning, as I scrolled through my iPhone, a post by Howard Schultz, the founder of Starbucks, caught my eye. He was offering advice to young entrepreneurs, emphasizing the importance of focusing on culture and strategy.
Schultz once said, “When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.
” This resonated deeply with me, bringing back memories of my time working at Yum Brands, the parent company of KFC and Pizza Hut, in Florida, USA. It was there that I truly witnessed the powerful effects of culture on organizational performance.
Yum Brands, spun off from PepsiCo in 2007 and led by David Novak, aimed to build a transformative company grounded in high standards and accountability. This was achieved through a performance-based culture that emphasized recognition, rewards, compensation, and accountability. Novak often said, “Recognition is the most powerful, least expensive, and most underutilized management tool.”
Coming from a small Caribbean Island, Antigua and Barbuda, with a population of less than 100,000, moving to the USA with my family of four to work for a Fortune 500 company was a significant cultural shock.
The challenges were numerous: finding a place to live, schools for the children, a job for my spouse, and even learning to drive on the other side of the road. The onboarding process at Yum Brands, however, was world-class.
HR and administration were there to support us every step of the way, from clearing shipments to providing professional support for unpacking. This level of support was not accidental but ingrained in the company’s culture, recognizing that taking care of employees ensures they take care of customers and the business.
At Yum Brands, I also learned about the consequences of negative behaviors that did not align with the company’s values. No matter how smart or well-educated, individuals who could not adapt to the culture did not last long. The culture simply did not accept them, leading most to leave voluntarily.
Guidance for Entrepreneurs and Business Owners
For entrepreneurs and business leaders looking to transform their organizations, it is crucial to develop a culture that embodies employee recognition and reward.
Execute daily with high standards and accountability. Benchmark performance against the best in the industry. Hire the best people.
Learn from past mistakes. Drive performance with a step-change mentality. Schultz wisely noted, “Victory is much more meaningful when it comes not just from one person, but from the joint achievements of many.”
A culture of recognition does not mean accepting mediocrity or poor performance. Instead, it involves providing coaching, feedback, and reminding employees of what it takes to succeed. As a publicly traded company, Yum Brands set specific goals and objectives for each employee, supported by tools, resources, coaching, and performance management systems. This ensured that everyone was held accountable for their contribution to the culture and performance, from top to bottom.
Howard Schultz’s advice is wise: focus on culture as a key enabler of business performance. However, culture alone is not enough; it must be paired with strategy to deliver results.
“Cutting prices or putting things on sale is not a sustainable business strategy,” Schultz emphasized. It is the combination of culture and strategy that drives success.
Examples of Recognition Practices at Yum Brands
1. Shout-Out Boards: Yum Brands implemented “Shout-Out Boards” in their offices and restaurants. These boards allowed employees to publicly recognize their peers for outstanding work, teamwork, or going above and beyond. This practice fostered a culture of appreciation and motivated employees to strive for excellence.
2. Bravo Awards: The company introduced the “Bravo Awards,” where employees could nominate their colleagues for exceptional performance. Winners received a certificate and a small gift, such as a gift card or a company-branded item. This formal recognition program highlighted the importance of acknowledging hard work and dedication.
3. Recognition Cards: Managers at Yum Brands were encouraged to write personalized recognition cards to their team members. These cards were a simple yet powerful way to show appreciation for specific achievements or positive behaviors. The personal touch made employees feel valued and recognized.
Even before COVID-19 became a dreaded pandemic, Yum Brands recognized the importance of work-life balance and offered opportunities for employees to work from home when needed. This flexibility allowed employees to manage their personal responsibilities while maintaining productivity and contributing to the company’s success. The ability to work from home demonstrated Yum Brands’ commitment to supporting their employees’ well-being and adapting to their needs.
Conclusion
Having returned to Antigua and Barbuda, I have carried these same values with me, sharing and teaching them at every opportunity; in training sessions, in academia and the public arena and have seen the positive impact on business performance.
I am grateful to Howard Schultz for inspiring this week’s column and to my former colleagues from Yum Brands who take the time to read my articles and provide positive feedback and recognition on my LinkedIn posts. Even one of my former bosses, who is long retired and lives in Australia continues to send me happy birthday greetings even though we worked together for but a short time.
That’s the power of recognition. Once learned and embraced, it never truly leaves you. To them, I am eternally grateful and say thanks from a million miles away. It is my way of recognizing them too.
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