Susan
More to marketing. Welcome to more 2 marketing. The podcast explores marketing, product and everything business. I’m your host today, Susan, and we’re going to be talking about scaling your business without sacrificing culture. How do you grow your business while maintaining its core values and the culture? I have a very special guest today who has a huge amount of experience in this space. Manish Manish is the grower of empires. He bootstrapped his own company from a tiny $1200 to a multi $1,000,000 enterprise with over 250 digital marketing agencies globally, a top speaker and influencer manisha’s generous in sharing his knowledge of the digital agency space. Manish, lovely to have you here today. Tell us more about yourself and your journey.
Manish
Thank you, Suzanne, for having me excited to speak with you today. Ohh I started eating 12 years back. And you know, we are purely little marketing. It just back then we started as in digital marketing agency and we’re solving any and every type of business. And then over the period of time we visited our focus to go after only one is which is agency space. So and turning our agency into 100%. Like the milk. So as we speak. You know, we are a team of 300 plus people and we work with over 300 plus agencies. I know you mentioned 250, but I like we have.
Susan
You’ve grown already since that number got released. Wow.
Manish
Yes, yes, that’s correct. Interact like you know, just 2-3 months back acquired another company. So with that question, we added like 80 team members and 100 plus new agency clients. So ohh, with dinner with the total combined strength is over 300 people and serving over 300 plus agencies and. We mainly help agencies solve bandwidth and capacity problems. Oh, oh, with our white label services. That includes WordPress development, SO content and ecommerce solutions.
Susan
And I I definitely gathered that by acquiring businesses as you’re going as well as your own natural growth, that’s why you have such a passion about culture.
Manish
Yes, uh, I think you know that’s the one of the most important things. And I would also say that you know. Though there is something like a lot of time, we misunderstood, right? What happens? You know, people always think like culture is like how? Ohh, I’m activity going on in your organisation at at given time culture is people think like OK Ohh you know organising an events, planning events and and. So right I I I. Personally think it’s like, you know, culture is all about. The people, the people, you hireright if you have the right people in your organisation, uh, the culture will build 1 itself. So I feel culture is all about that. Every organisation has a persona like what kind of people you want to hire. Right now there is a whole lot of debate going on. Like you know, culture, threat or culture, miss. OKI think you know. There are two types of persona, right? One person is something which is like the person will. Easily fit in your culture and and then you know hiring that kind of person will not impact your culture in a negative way. In fact you. Know maintain the culture the way you have built. The second thing is all about the the persona, which is a cultural misfit, but still, you know, do you have that intuition when you hire them? OK, we can you know. Ohh. Would that person to fit into our culture so eventually if I if I go down to one thing about culture, then the kind of type of people you hire and that’s truly your culture is?
Susan
Yep, and it is very common that a lot of businesses will hire someone very similar to themselves, but that’s not the the answer. It’s what what person is similar to the organisation and the organization’s culture. So then it’s more of a natural and almost like a dynamic fit there as well.
Manish
Yeah, I think I I I saw agree. You know, one of the mistakes which I made in earlier days, you know, I was trying to find someone who is exactly like me, who think exactly like me work exactly like me pretty much. I was trying to find my replacement and that’s not how things work, right? I mean, it is impossible to find someone who is exactly functioning and thinking like you. So. You always have. To think about hiring someone who can do the job. Of which there is a need. For an organisation, right? So it doesn’t necessarily have to be exactly like you, and that’s how you build a diversity, right? I think you know, we often speak about that, OK. Ohh, you want to hire people only who fit. In our culture. There is nothing wrong in that, but I always believe. That ohh you should also think about uh Ellen. Consider about hiring people who are not cultural fit. Ohh where ohh you know. But they can be still moulded later on, right? Yeah, you at least fit in the culture you Hobbit or think about someone who will join an enhance enhance your culture, which you. Have never thought of right.
Manish
So I think that is super, super important that you want to be open when hiring people and then keep expanding the. But criteria of persona, the type of people you hire for your company. So I I so agree that you know there is no need to think about that. OK, you should only hire people who are similar like you, but otherwise you will, you know, end up having no diversity. In your company. And diversity is super, super important for your girl.
Susan
I agree that because how can you grow and even have different ways of thinking through other experiences if you don’t do a little bit of diversity and as you said, find someone who’s 80% there to your cultural fit and then you’ve got time while working with them and then working with you to be able to be more fitting and be part of the culture by that moulding by just little little pushes and being in there and in the moment and talking with people and engaging and learning about each other.
Manish
Yeah. The first thing about culture is openness, right? Ohh, how much open are you as an organisation and that defines your culture and that starts from the hiring itself. Hiring process itself. So. You know, often it happened a lot of times with our team and when they, you know, interview someone and then they discuss with me that OK, we are not sure whether we should hire this person or not. Uh. And then I always ask them, just like, you know, listen. To your intuition, would it? Disease. Do you think you want to give it a try? Do you think like this person is going to add diversity? Yeah, if this person is a different. Thought of process. That’s fine, but at least you know, is it gonna enhance our culture? Yes. Then then go ahead, right. And yes, you still do not, you know, except or hire people who are going to win the culture or what kind of like, you know, pessimistic or who are there to. Bring down your calls or what you have built, but at the same time think about, you know, someone who is coming with a different mindset and different opinion. Then then. That’s that’s absolutely alright, because that’s what going to build a diversity at the end of the day.
Susan
Grey and when you were starting out. What inspired you? When you’re first building this business for your core values, that helped identify what culture. You were going? To build. While you’re creating this empire of yours, so how did you go about those processes yourself?
Manish
Yeah, I think. You know the the reason was culture, actually. You know I before I started I I work for two different companies for five years and ohh I really became pessimistic that I don’t think I’ll be able to find a company where I can see the kind of culture which I want and. He in general, I have had a very different idea about running an organisation where there is a lot of transparency. There is a lot of openness. Ohh, not only towards your ohh people, but also do our customers. So you operated a like a higher level of transparency across the organisation would do your clients and to your people? And. I was like. Why don’t I create a company where I can doing that kind of culture? So I think you know that inspired me to start it on me and then always. Coming from a family background where I have seen, uh, you know, I was helping my father doing business, even started from my early age. So there was kind of a you know that that flows in our blood the we are from like I’m from like you know Gujarat state which is in India and the we we people are called Draghi right so and we are in no one for starting a business we are like you know the the the business want. To bring your ship. Who was in our blood so?
Susan
That’s going to say it was in your blood. It’s in your DNA. It’s just in a for you.
Manish
Yeah, exactly right.
Manish
So I was like part of it was like, you know, that kind of a a the reason where the culture and the kind of company which I I wanted to build and then the part of it was like you know, that’s how naturally we are born.
Susan
I love it. It’s part of part of who you are. So you naturally wanted to start this and have a culture that was completely transparent because you were missing that and the opportunities that you had been in?
Manish
Yes, and and the last thing I want to. Do early on on to that point. Is like, you know, I was listening. To a really good. Podcast and and in fact, the book as well. I was reading a good book and it it speaks a lot about like you know when you are growing up your 11 to 20 years of window of your life that that’s very crucial. Like what are you observing during those years? What? Why you are learning during those days, those years that actually defines a lot what you are going to do later in your life. So in that window of my life, I was helping my father in his business. I I kind of learned a lot about business during those. Ohh. Those years of my life, including like how to move sales, how can you procurement, how to maintain the books, you know the the value of money as well. I I I remember, I used to go and, you know, do the the collection of money from the customers as well. I have kind of witnessed. Ohh, how my father used to do sales. As well so. He used to travel a lot. I I remember, you know. So then you are. Observing and learning all those things and. Then it becomes natural in new when you are growing up and deciding what you want to do. In your life.
Susan
100% I can say how that shaped a load of your decision making and the processes within your head about what direction you’re going to head in. So fantastic and formative years there for you, there definitely started you on that entrepreneur journey, whether you thought you were going to go there or not.
Manish
Yes.
Susan
It was just destiny.
Manish
Yes, absolutely. And I think a lot of things, you know, even the pricing, I I know how use how he used to. Ohh, define the profit margins. How he used to ohh. He had a very different philosophy about running a business within completely. Ohh, you know, running out of completely 100% in an ethical way. Um and and how to treat clients and and? All that sort of stuff. So how to build that? You know your reputation in the in the market, so clients would love to. Oh oh, walk with you. And although he was in a traditional business. Oh oh. Selling goods and and in the middle, how to bring back clients, right? How to build a long lasting and great relationship with your clients? So meeting clients often do so who you are. Those are a lot of great things now, and as we speak, I realise you know a lot of things. You know, it’s I I learned. Ohh why level being around him and seeing him growing his running his business during the. Yes.
Susan
And a lot of the people don’t realise that the people that represent you for your business or your sales team or. Your reps or. Whatever you wanna pull them, your business development managers. Their representative of your business. And if your business persona doesn’t have a a good culture, people don’t wanna do business with you because they’ll feel it in the energy when they’re talking to your representatives. So another.
Manish
I so agree. I so agree.
Susan
Yeah. And that’s why culture is so important to. Have it embedded. But have everyone involved in it as well, so feel like it truly is part of who they are as well while they’re working for that company.
Manish
Yes, I so agree. No, that’s one of the most important thing is, like the people you are hiding in your leadership team is one of the single most. This is in. Ohh. As as a as a. Founder, you make to build a great culture. So ohh, we are obsessed about making sure. Like what kind of people we should have in our leadership team, right? Because as we grow ohh. A I mean any any reason this grows? You know the founder. Ohh the person see you or whatever you call like. You know, business owner is not going to be word in every day to day decisions, right and. That’s where. Ohh, that’s where the culture comes right where. OK, how can you still sustain the culture without getting with without being involved into day to day? A lot of the lot of nuances happen, you know, organisation day to day. You like, you know, executing the projects, providing services to your clients and a lot of decisions are being made in day to day. Ohh so I think you know that’s super, super important not only in your leadership team but also you know people who are at at in a hierarchy. Uh, we’re going to deal with the the actual actual people on the ground level. So those people are super, super important people.
Manish
I think you know, so I look at like this right, there are two types of people in your organisation, one with all of your clients working. Ohh and the other is all of your. People working right. So they are kind of. I called them liaison, which is like you. Ohh, between your team and the team was working at the ground level and and and your clients right? So we were like. Around 50s Forties, 50s people with either of them, the entire client base is working or entire team is working. So it’s not the your core leadership team, but all those like four people. Ohh, those are the people you should really really make sure that you know they are the right people or working at. The right position.
Susan
Extremely important, and if touched on it about sustainability.
What?
Susan
What steps have you done when you’ve been building out your business? Cuz you’ve acquired another company, you’ve had other passive acquisitions you’ve done as well growing and hiring. You’ve got hundreds of people. What steps have you done to ensure that long in terms of sustainability for your culture, apart from looking for the right people when you’re hiring, but what else have you done beyond those steps?
Manish
I think that’s a that’s definitely a challenge, right? Because as you grow, you will be getting. You’ll be hiding a lot of uh. Diversified in different people, right? So one of the things you know which I. Which I did. Uh and at our organisation is like. Ohh 2 two years back. You know, we were in a expansion war and we realise that, OK, uh, I think you will have to have someone who can like, you know, look after the culture, right? It’s not about just hiring the right people, but there has to be.
Manish
You cannot communicate your values to everyone, and not everyone will be able to function the way you want, right? Not everyone will be able to drive the. Culture of the way you want. So ohh and interestingly, you know the story goes like that. Ohh, you’re building out new office. And we just went to another office. You know which was a Co working space and we just went to see there how their office looks like because we were just getting a design ideas for our new offices. And one of my colleagues and I wear, you know, I went there and that’s where we but the woman, you know, was just sitting outside. And we just. Asked out of curiosity, what’s your job? And she was like I do. I’m Community manager over here, so I look after the community of this. All the start ups. Yep, who are working.
Susan
In the house? Yep.
Manish
Out of this Co working space, right? And that kind of made me excited. And I’m like, OK. What’s your job as a community manager? And that’s where she explained this. All that she does and you know, then we we got an idea. We actually went for a different reason there and. You got an idea? OK, I think that’s a great idea. You know, up until now, we were thinking like the HR person who is like, you know, responsible for hiring people. Ohh recruiting people and I think we, you know have had a very long idea that when we are putting a person who scored job is like a different and not the maintaining culture or not the you know a growing the culture taking care of people right because obviously you know I used to run this problem when we we’re growing I used to have a meeting with HR and I used to tell them that OK we are.
Susan
But their focus?
Manish
Ohh. Gonna hide. We need to hire like X number of people. The second discussion is happening like OK, we need to implement this new policy or something like that. And the third thing we are talking about the culture or four thing we are talking about like OK we want to do event next month and I could sense that thing that the person who was not able to do that. Ohh, just because you know you are putting all those responsibilities on one person and that’s where we realised OK ohh you know, how about having someone who is just responsible for culture, right?
Manish
So that kind of like you know. That this isn’t turned out really, really well. We hired someone pretty much like, you know, close to 1 1/2 year back. Almost two years. Yeah, but one and half year back and she turned out. Really, really well, so now we have a A community manager which you know, often organisations, they call it like Chief Happiness Officer. Oh oh. With exclusively and with just responsible for making sure that you know culture remains intact as we scale.
Susan
I think that’s so important because you recognise that going through HR. The priorities were it was down 3 or 4. It wasn’t around the. Core. Reason HR manager is there. So by pulling it out, the focus and attention can be there and then they actually have the capacity to focus on it and probably team up with whoever news coming in to be almost like a buddy system with them.
Susan
I could see so many magical things happening with this individual being there and having that focus that they can really help, not just do it through events. We know it’s more than events now, actually drive them through the pivotal new onboarding stages that they’re gonna be going through. OK.
Manish
Ohh yes absolutely. And it’s a it’s it’s an interesting, right? Like you said, you know earlier, we have had only one person who was heading a child recruitment and culture and everything. Now we have a literally three person. You know one is adding a chair when he’s hiding the treatment. One, he’s looking after culture all day long. Well, and and I’ll, I’ll use this analogy, right. Imagine you are living in a neighbourhood or living in an apartment, or it’s a it’s a bigger, you know, apartment community, right? Now imagine you know you have a someone who is right there in that community. Ohh. Who is planning event every weekend or every festival? Wouldn’t that community will become over the period of time more livable where people want to move because. The way you. Will tell to your friends when you meet. Them or a dinner or a. Things or it at a social event that, hey, we live in a community where they there is a community manager, you know who is planning an event every now and then then just makes community more livable and and. And then, naturally, that community. Ohh, you know we’ll become sort of a community where the ohh everyone wants to move. Everyone’s to live, right? So I think that’s what happens at at the companies as well, where it is super, super important and and a lot of like you know, residential rented community rented apartment communities have had that kind of like, you know, property manager. Ohh, but when you are running an organisation where there are hundreds of people and imagine you know you don’t have anyone who is not taking care of those people. And then I was like, you know, ohh damn, you know, this is something we really wanted to have. And I’m glad we made that this is an and which is definitely. Helping us ohh. To maintain our culture and to scale in the right direction.
Susan
I could also see that person by the one you’re to about within your organisation, your community manager. I could also see them helping to facilitate the opportunities for mentorships or coaching within your company, because they’re gonna have their finger on the pulse and be able to help. The the team leaders and HR identify people who want to learn and connect with people and bring them along to events and socialise and everything there. I can see that that role being built out to be even stronger to really keep the core people there and stay in there longer and bringing people like minded into the company as well.
Manish
That’s so true. That’s so true because by being in this role, this person is constantly observing, like, you know, the people, right? And I’m making sure that you know what’s the need in our organisation. So I I so agree, that’s a. Really good point. And I have. I have observed that as well.
Susan
Amazing. Now you’ve mentioned that over the past you have made a couple of mistakes and we all do and that’s how we learn and grow. What are some? Of the the bigger mistakes that you’ve seen out? The other come out there that other companies have done when they’ve started to scale and forgotten about culture were things that you’d recommend people to avoid.
Manish
Yeah, I think. You know, one of the most important. Mistakes we, which we already discussed, right, you you always try to hire people like you, which is the kind of mistake which I also made. So making sure that you know never look for the people who are similar exactly like you because you are already there. So you’re really made a difference.
Susan
Yeah, you don’t need a clone.
Manish
Yeah, you don’t need a clone. You need it. It wasn’t in your teeth. That’s the one thing. The second thing is about. I think it is super, super important that in a longer run as a founder, as a business owner as A/C EO, your goal is to free up your time eventually. So you really want to hire people who have equal skin in the game, and this is the one of the most, you know, important framework which I unconsciously followed. But it’s very. Popular as well, like when you are building a building stage, you want to build a team of generals and when you are in a scaling stage you want to build. A team of specialist. So specifically the early highest you have when you are in a building stage, those people must be really good at independent decision making. There are more. Just the cooks in the machine, right? Because eventually those are the people are later going to a higher in your nice and it’s not you. So you have to make sure that the initial people you are hiring, those are really really great and that those people are sort of generalist rather than specialist because those people can be a part of your leadership team and help your company grow and hire more people and the eventual stage and help you build the right type of hierarchy. So those are the people. Ohh you make. Sure that you know they understand the founder mentality. They although they have never built the right so ohh interestingly, right before this podcast you know I was reading a very short article. Ohh by Paul Graham. You know who is a founder of YC Combinator? The one of the biggest and. Most popular incubator in ants. And in Silicon Valley, in the USSO and he was he talks about like, you know that. But up until now, like how the men’s open, right, you hire people, and then you hire smart people. And let them run the company however they want. But but there is the other side as well. The the people you are hiding and if you are letting them run the company they want, they actually don’t have a founder mentality, right?
Manish
Ohh, it’s kind of like he calls it like founder mode and manager mode right? And how you want to run your company as a founder mode or manager. Sure. So that’s the bad it’s still going on it. I I personally feel it to where eyes from community to community. Right. Ohh so it it goes like that. You know, you really want to make sure that, OK, can you inject that founder mode in your core leadership mode? Right. And I think at some at some degree I have done it. Ohh there I talk about how I want to run the company. I if I would be you have, I would be doing. Ohh I have at some lower it. If you cannot do it at one hundred 100%. Level so you. If you are, you know, going in the direction where you want to let your people build your organisation, you constantly have to inject that mindset in your core leadership team and that eventually will turn into the culture kind of culture you. Want in your organisation?
Susan
And it if it particularly hard as well, if they’ve come from corporate and not had that founder mentality as well, it’s a new skill to learn. So by having that reinforced by you, that’s also helping them to identify with the culture and keep it going as well because it’s shifting their mindset to more of that founder way of thinking, to be able to assist them, to be more innovative, to approach things a bit differently and not have to have such a structured way that they may have. Been forced to. Do it when they were in corporate.
Manish
Yeah, I I saw agree on on. That front as well. So I think there is definitely. Ohh some sort of like you know painting required and then at that doesn’t the training doesn’t need to be a formal formal training. It’s more of an informal which you train people. Over the period of time.
Susan
I think one of the the pieces that I’ve been brought in front of Maine by my Co at work. So my everyday job. Umm. Hazel. So an entrepreneur, it’s his company. He’s still involved. He’s the CEO of it and he’s introduced us to the queen bee. So the queen bee is the philosophy of the Beehive can only survive if it has a queen bee, and you need to adapt that the queen bee, instead of being focused on the CEO or the founder, that that moves and shifts to become the company or the companies. Strengths that it does is the services product replaces him or her as the Queen bee and then all the worker bees know what to do around it. So for us, we shifted from having our CEO involved in a lot of the discussions or initial decision making processes that are now everything has become structured that the service we provide is the queen bee and where all the worker bees around it. So it’s definitely we haven’t lost any of our culture as part of that because we’re a smaller, leaner team, but it has helped to be able to have that mindset shift and the transparency of it as well to know that this is being done in a way that we want to have more empowerment to the team. So then the culture actually became stronger.
Manish
Yeah, that’s a great analogy.
Susan
I love that one. I’ll have to hear more of you. I’m success stories that you’ve got when it comes to culture and how it’s benefited the business for financial gains or customer feedback and positive touchpoint MPs and all of. That share some of your successes please.
Manish
Ohh I would I would say like you know, one of the most uh important things which I personally think as a success as a part of great culture is the retention issue. I see that our retention issues highest in industry, both in terms of retaining people and retaining clients, it’s over 90% actually. Ohh and Which is, which is great and and definitely that’s that’s because of the culture and the kind of values we have at our organisation where in in general, you know, I have observed in last 10-12 years, very rare people have left the organisation and very rare clients have left organisation which we really wanted to work with right in in in clients. It hope it happens, you know, although a lot of clients stopped working with us. Uh, just because the the volume at there end wasn’t at that and you don’t make sense for them to work with us, it wasn’t the case where if they did not like to work with us, right. So ohh, but in terms of people you know I have seen a lot of people. Ohh which there are two 2. There are two types of people, you know who. Live your organisation, right? One is. And ohh you absolutely wanted to have and you absolutely do not want to let them go, right? And the second type of people, which are OK, which you decide that, OK, these people are not working out and you wanted to let them go. So either you let them go or they’ll live right? So we have a. Lowest ratio on the 1st scenario, which I say which is like no, the people we absolutely absolutely have. Under those some. Of the people left, which we really wanted to have, if I wish, they would have continued. But it’s OK, that’s a part of life, right? You know, they they were anywhere. That’s the reason they were, you know, smart. And they found a new opportunities, or for some or other way, right? So I think you. Know which is great, where the highest clients intention this year, the highest employees retains and ratio as the result of a great culture we have it.
Susan
Amazing. And they they’re things to be shouting out about as well. It’s rare for companies, particularly, that went through COVID to be able to say that because a lot of companies lost to the great people after COVID for new opportunities. So to be able to say that you’ve got both not just the employees, but also the clients, you’re doing something right there, something very right.
Manish
I I think so, I think so.
Susan
What excites you the most about maintaining culture?
Manish
Ohh, seeing people grow, seeing people happy. Ohh you know, same goes with clients as well seeing our clients growing their business, seeing them happy, giving them Peace of Mind, right. So imagine a there are people, and there are. So there are team members and there are clips.
Manish
Ohh really want to continue working with us as long as things are going really, really great and as long as it gives them a piece of mind to work with us, as long as we are making their life easier, not making life difficult, right? So I think the seeing happy people coming to work everyday, making our clients happy, seeing our clients happy. And and growing their business, working with us more and more, I think that’s that’s what makes me excited and and that energy ohh attracts you know other great people and other glad clients to work with us.
Susan
I love that. So about the continual growth and keeping it going over and over again for more great things to happen with more great people and more great clients.
Connect.
Manish
Yep, exactly. I think we don’t realise that, you know, it’s all about people, right? And it’s all about the clients. If you bring a. You know, happy people in your organisation. If you bring a happy clients and great clients. Ohh it it, it works like a magnet which will attract a great people and great clients and you organisers and continues to grow.
Susan
100 percent, 100% agree with that. Now I have my final question. I love to ask everyone what brand any brand in the world best represents you and why.
Manish
Ohh, that’s a great question. You know, I never actually thought about it, but now as you asked, then back of my mind, I’m thinking that I think I resonate moral brand. Uh. With hotspot. Because Hotspot is the company where I have seen, you know, they focus a lot on both sides of a business organisation.
Manish
One one side is a culture. There are people other side is like their customers. I know customer services, so I think you know. We resonate a lot our brand with hopsford because I don’t know if you know the the back story of Oxford, but they will the the you know very rare and first one to introduce that culture code earlier back in the days and they are very much known for their customer service and that’s how obviously the scale where we are. It’s a very, you know, small scale, but I know insider our organisation, I know how our team is. You know how the culture is so. Much important for our. The bean. How much customer service in session about customers retention is so much important for our customer service team? Ohh, that that that resonates a lot. Of with our brand.
Susan
I love that and I I love that also hub spots continually innovating as well and changing and that is definitely part of what you’ve been doing as well.
Manish
Absolutely, as that’s that’s the reason I think you know I I was not a lot with that plan.
Susan
Perfect. Perfect. Well, thank you so much, Manish, for talking to us today about the importance of culture and how it can lead to success for a business. I’m just going to do a quick catch Roundup right now, so stand by for just a SEC. And so, if everyone culture isn’t just about making events and just putting on events all year round, there is a lot more behind it.
Susan
That can be a piece of it, but really, you’ve got to go back to what the core of culture is, and that is the people, the people make the culture and without people, you don’t have a culture. So think about it from when you’re starting to hire someone. What type of culture do you want to represent and show to them so that they know if they’re the right fit or not? Then they even go to apply for your role. And there’s a couple of ways to. Think about it. It can be about what does your actual organisation persona look like so that they know what they’re walking into and know how to feel when they’re working there, and then about what the people do share and say with each other. So things like events helping each other, just having each other’s back, even because what you wanted to do is make sure that the persona is so understandable that one when they’re going through that I’m not gonna apply for this role or not. Are they an easy fit? Do they fit into your culture? To say that you can ensure there won’t be any negative impacts. When they join you. And two, are they going to be a cultural misfit? Sometimes that can be okay, because if it’s just a small amount, you may want to take that risk as a small business owner or you wanna have some more diversification for the right way and there’s person can actually over time be moulded within your organisation. So sometimes having that bit of diversity can help your business grow, but you’ve just got to say how much of a gap there is there for your cultural fit. But you don’t wanna always hire people that are the same as. Yeah, that’s where you can have it down floor with your culture because it becomes stagnant and it doesn’t evolve. So always have an open mindset when you’re looking at the people and how they can impact your company’s culture. Because it’s just face it with a different mindset and a different opinion. You can actually make more magic happen. People will help to enhance the culture so that openness makes a huge amount of change happen over time and little bit by little bit. Your business will change. Your cultural have to change too, so having the right people with the right mindset will help. Now it’s all great saying this about culture, but how does it impact your business? It impacts us a lot because if your team is involved in the culture, that’s how they’re going to represent themselves when they’re working with clients. So it’s not just internal, it impacts the external as well. So your sales team as an example here, you want them to represent the best culture possible of your business, not just from your brand reputation, but from them wanting to be there and represent you too. Leadership is exceptionally important as well. They’re the ones that you really wanna see grow with the company and that will see growth as well and have that open mindset for that sustainable culture. Now you may look at things like hiring a generalist or specialist when it comes to this and people with a more founder might mentality and they will help you along the lines. But just make sure you I’m going to keep repeating this. Don’t get a clone. Don’t clone yourself, because that’s definitely removing any diversity there because the same same right. It may even. Be worth looking? Is your company worth getting a community manager or happiness manager? That’s core role is culture now. This isn’t just something else you file into the poor HR list. HR will have it further down the list and. Probably be keep. Putting it onto the next day’s list because they never get to it. If you’re being true to wanting to have culture at the core and it’s not just a value of mission statement, you need to act and have someone that is held accountable for. That so that’s where they come in. So they can help a new person all the way along their welcome journey. They can organise certain events, they can network with everyone, they bring everyone together and they make sure opinions are heard and other options are put forward as well. So it’s important to maybe even consider when you get to a certain size, do you need someone that this is their core responsibility? If I keep going, we are talking about how does it actually go for your business? Well, if you do focus on the culture, it helps you immensely when it comes to this magical word called retention, its retention not just for the people within your organisation. So your employees that they stay longer and are happier? But that will also impact your clients. They will be happier. They’ll stay longer as well, so culture comes back in all different ways to improve your business, from having that happiness within people, retaining longer client, staying longer. So you’re going to naturally make more money there. You have diversity coming through, so you’re always growing. Culture. Just it. The focus on it is so important. You’ll be very silly if you didn’t put any attention to it right now. Did I miss anything Manish?
Manish
No, I think you have put it the the perfect way. The summary of an everything what we discussed today.
Susan
Fantastic. Thank you so much. Now for everyone out there, don’t forget to link with Manish and if you need any services as well of his, I’ll have all the links on the show notes. Manish is a specialist in all things that come from digital white label agencies, so don’t forget to reach out to him for any of that support that you need and you know you’re going to have a great team there to work with and you’re never ever going to get rid of them because you’re going to love them so much. And they give you ohh. I’ll Add all of that into the show.
Notes.
Susan
Everyone else also don’t forget to add more to marketing to your playlist. So you don’t miss out on future fabulous guests. More to marketing.
