“It is not my job.” Many of us have heard this said or at least implied by employees. While it’s true that people have specific jobs and job descriptions, great cultures are filled with individuals who do what needs to be done. This includes people in leadership roles.

For example, a leader sees an employee parking in an area that is meant for customers only. The person does not report to them. What does the leader do? Do they ignore the situation? Do they take time to talk to the employee to learn why they are parking in customer parking? (They may have a valid reason.) Do they wait and tell the person’s leader about it? 

The best answer is the middle response. A person is a leader in the organization first and then has specific department responsibilities. Sharing with the person’s leader is better than not saying anything. If you talk to the employee and they seem to understand and apologize, you can decide if you should share the situation with their boss. For sure you would do so if the situation is not isolated. In the first scenario (ignoring the parking rule), both the employee and the leader are wrong. 

Everyone must own the culture. A good example of great customer service is helping people get to where they need to go. Instead of pointing when providing directions, walk the person to their destination. When I arrived at Baptist Hospital in Pensacola, I brought this practice with me. I shared that it was everyone’s job to walk with people to where they wanted to go.

Behaviors are caught as well as taught. After several weeks, a vice president shared that when he first heard of this practice, he did not fathom the impact it would have. Now it is something he enjoys. The people are so appreciative. He ends up interacting with employees, volunteers, and physicians. He hears about wonderful experiences the patient and their family have had or are having and passes kind words along. He answers questions and is able to help fix issues for people. When a person experiences the impact, they understand the “why,” and this makes them more likely to comply. 

Cleanliness is another example. Keeping a facility clean is not easy, even with dedicated people whose main job is to do so. A person can clean an area, and after they are gone, there is a spill, for instance. The only way to be on top of cleanliness is if everyone understands it is the responsibility of all. 

Energy is everyone’s job. Customers can feel when an organization has positive energy. Everyone plays a part in creating it by acknowledging people with a greeting. I am in many large organizations, and I enjoy saying hello to everyone I pass. I have fun with it. Often, I say, “Thank you for working today.” The great majority of the time, I hear back, “Thank you,” “Glad to be here,” and so forth. I rounded with a CEO and put this into practice. He saw the impact. That afternoon, he brought the managers together and shared the message, “We must own the hallways.” They did, and it made a big difference. 

Everyone plays a role in creating a culture of high performance. Great organizations are built by people who step in, speak up, and take responsibility for the experience of those around them. When everyone realizes that culture building is their job, those small moments can add up to something powerful. 

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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book “Building a Vibrant Community” is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home. In Sundays with Quint, he shares a selection of his popular leadership columns for leaders, employees, and business owners in all industries. He can be reached at Quint@QuintStuder.com.