Link between culture and performance is plain and proven
The Steelers are the most successful franchise in professional football history with seven Super Bowl appearances. With six Super Bowl trophies, the most of any team in the National Football League, the Pittsburgh Steelers have proven what it takes to win consistently and passionately as a widely admired, world class organization.
The winning nature of the team has been attributed to the “Steeler Way” of doing things: Play hard, play physical and play fair.
The culture of the Steelers organization trickles down from the owners, the Rooney family. Yet, the Steelers culture used to be one of losers—and had to change. 40 years ago, Dan Rooney took over from his father Art, and started to change the team. Even though the Steelers are the oldest club in their conference, started in 1933, their first Super Bowl appearance and win did not happen until 1974. Prior to that it was all right to lose; it was all right to be the butt of jokes; it was all right to mail it on Sundays. That culture, Dan Rooney was determined to change—and it did. Since then, the Steelers have been the NFL model for consistency on many different levels, the most important of which is coaching with only three head coaches in the last four decades.
The franchise’s approach to football emphasizes coaching stability, character, fundamentals, hard work, loyalty, sensible business practices and putting what’s best for the team ahead of the interests of individuals. It is a very simple blueprint based on ethics, dedication, selflessness and an overwhelming desire to be the best.
The Steeler Way seems so simple; one wonders why every team doesn't copy it: Practicing well means playing well. Be unselfish. No small, divisive cliques among teammates. Character—being counted on to do the right thing at the right time—counts.
Organizational Culture
If you cannot define it, you recognize a company’s culture when we see it. Organizational culture was first defined as “the way we do things around here.” Later it was dressed up to mean the shared basic assumptions that during problem solving have worked well enough to be considered valid and, therefore, taught to new members as the correct way to perceive, think and feel in relation to those problems.
If you cannot define it, you recognize a company’s culture when we see it. Organizational culture was first defined as “the way we do things around here.” Later it was dressed up to mean the shared basic assumptions that during problem solving have worked well enough to be considered valid and, therefore, taught to new members as the correct way to perceive, think and feel in relation to those problems.
As with the Steelers, the link between culture and performance is discernable and proven. A healthy culture is a positive influence—absolutely necessary in preserving and growing a company.
LaserShip
Organizational culture exists in LaserShip. Just looking around, anyone of us can see the “LaserWay;” there is evidence of it every day in the willingness of people to work together on a deadline, and the dogged commitment to provide the best overall solution to customers.
For 25 years we have emphasized stability in customers and employees and loyalty to those who made us who we are. In addition, LaserShip has adhered to the fundamental premise that honesty and hard work will produce results, as well as the belief in the twin goals of growth and improvement.
As with the Steelers, it is a very simple blueprint based on values, consistency, commitment, teamwork, and an overwhelming desire to be the best.
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