Thomas Kirkpatrick, a 19-year veteran of the Procter & Gamble Co., had an urge to try his hand at entrepreneurship. In 1998, he bought the assets to Eco Engineering LLC, a lighting energy services company.
Kirkpatrick saw big potential for the service his company provided, but it was lacking an organizational culture. The values that Procter & Gamble used touched home with him, and he figured those same values could work for his small business.
“Those ethics fit well with my own beliefs, so I tried to establish those same values here,” says Kirkpatrick, president and CEO. “I wanted to develop the organization to create a culture that would bring the good things I experienced at P&G and leave behind some of the things that could plague a larger organization and prevent it from being a nimble, customer-focused organization.”
By following core values and his company’s vision and mission, Kirkpatrick revitalized Eco Engineering, which saw 2009 revenue of $15 million.
Smart Business spoke to Kirkpatrick about how he runs his business by sticking close to the values he knows can create success.
Establish cultural values.
As the CEO of a small business you have the sole responsibility in being the leader to establish the vision, the values and the culture to set the tone for your organization. It surprises me every day how carefully people observe what you do, whether or not you’re setting high personal standards. It is absolutely essential and critical to communicate well and make certain that you are sharing your own personal character and standards.
As a CEO, you need to make sure that you communicate clearly the mission and vision of the company. [Employees] need to have something they believe in with passion and something they can get excited about.
You’ve got to decide what kind of an organizational culture you want to have, your values. You need to establish honesty, openness and integrity and create partnerships. Once you get a clear mission and core values set up, you will be able to get an organization in place that can go to work. You have to put together a set of measures so that you have something you can look at to see if you are achieving what you set out to do. You then have to evaluate what you have established, and from there, you set out to try and be the best.
Record and update values.
One of the first things I did back in ’98 was put down on paper a vision, a mission and core values. Most small business owners might say they don’t need a vision, mission or values. But they would agree that they need to provide written guidelines on how the work needs to be done. Some have very basic guidelines and others just use an apprentice program where new people learn just by watching. They need to formalize that and instead of letting new people learn by observing, they need to force themselves to put the process down on paper, and as a result, they can have specific measures of how they’re succeeding or where they’re falling short. That will help them become a better company.
It’s important to continually be looking for the best practices from outside your own company. Participate in a CEO round table to share ideas with other CEOs or keep up on the latest business books. It’s making sure that the CEO doesn’t get so caught up in running the business day to day and that you’re taking time for your own personal development. If you’re not out there looking for the best practices and bringing those to your organization then you’re going to be stagnant.
Reinforce core values.
Every three to four weeks, I meet with all 53 employees, and every quarter, I meet with my leadership team, and we review our values and how we are doing. Have we made progress over the last quarter in working toward our vision and our mission? Are we living up to our core values? I reinforce the fact that our whole focus is customer satisfaction and that we are proud of ourselves and we want to be the best. The only way to do that is by focusing on getting better. As I review these values, it hopefully empowers every employee to live up to those.
HOW TO REACH: Eco Engineering LLC, (513) 985-8300 or www.ecoengineering.com