010 - Culture Is The Heartbeat ft Amber Fields

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But it is the invisible lining to which everything comes from. Why should culture be one of those things that we prioritize if we are already strapped trying to just keep the business together? Employees are looking for companies that have a culture that is inviting.

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A place where people want to work and don't want to leave. It's turnover, right? Like good people leave because there's no longer a good place to work. Is that something that you've seen with companies where they don't get the culture part right? Oh yeah. Yeah. People, and it's a ripple effect.

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What is culture and does it actually matter? Those are the questions that we're going to be answering in this episode. I have the perfect person to answer them for you. You just heard her voice. Her name is Amber Fields. She is the chief culture officer and partner at True You. And she's a very dear friend. She works with companies all the time, helping them to build and strengthen their culture. And so she was the perfect person to bring on this podcast today.

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to ask, does culture really matter? So I hope you're ready to learn. Amber brings such good insight and energy. I'm excited for you to hear this episode. Here it is, Leading Through Growth with Amber Fields.

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People use the word culture a lot. I think probably 10 years ago or something, it started to become a really big buzzword. And I find this pattern. I wonder if you find this too, where it's a lot of copycat culture in business and especially on the people side of business, right? One person goes to one webinar where they're talking about like quiet quitting. That's one that I've heard a lot recently, or quiet breaking, right?

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Um, which you and I know that's like a really good facilitator or something that like made up a framework and whatever, start teaching about it. But now everybody needs that thing, right? Like I find myself getting calls, uh, in different pockets of the year for the same thing over and over. And it's like, I don't know if you guys even know what that is or why you need it, but someone said it at this organization and now you want it. So, um, the word culture has been thrown around so much.

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But you never hear people define it. It's one of those words where like I say it and I just think that you know what I mean. And hopefully we mean the same thing. I'm curious to know, like in your words, how would you define culture? What is culture? Yeah. Culture is the heartbeat of the organization. In the simplest phrase, right? It's the thing that you can't see, you can't feel it, but you can't see it, but you can feel it. Like you said earlier, you can't measure it. But it is the invisible lining to which everything comes from.

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the relationships amongst your people, the thought processes, the communication, how well you handle conflict, how you reward people. You know, it's kind of all of these, a culmination of all of these things. And it's how a company becomes successful. If you have a really great culture and underneath that culture is, you know, your people are the ones that are living out the culture every day. And if you're investing in them, which we'll talk about a little bit later,

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and you're paying attention to it. You and I talk a lot about intentionality. I think 10 or more years ago, culture was one of these happenstance things where people were like, I mean, it's there, but it's probably not a priority. And post COVID, employees are looking for companies that have a culture that is inviting, a place where people want to work and don't want to leave, you know, a place where they can contribute, a place where their work matters,

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Multi-pronged, but very simple, actually. If you do the right things, if you set the right expectation and you are intentional about continuously pouring into this, it's easy.

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Yeah, I often say to people when they ask me what culture is, it's like, it's just how you treat people. Like, that's maybe an oversimplification, but at its core, it's like, what if we created standards for how we treat each other, how we treat our customers, how we treat our vendors, how we interact with our community? That would be the basis of our culture. And so, of course, you know, you get the other side of it. It's like, well, why do I have to teach people how to treat people? And it's like, well...

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If you don't, they'll just do whatever their version of that is. And that may not be the version that you want. That's going to be helpful to, you know, the environment of the company. Like you said, what people feel when they, when they walk in there. Yeah. You have to set the expectation of what it looks like to work here. How do we behave when it's good and how do we behave when it's bad? Because it's not always going to be good. I mean, especially in growth mode, right?

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fires in places. There are people trying to figure things out. The rocket ships, you know, we're moving too fast and, and we're leaving things and people behind. And so that's where, you know, culture really kind of hits its peak and you're like, is it going to make it, is it going to make it? And then it does, right. And then you have the hard conversations, you talk about accountability, you know, you're communicating well, and then that's where you see the culture continue to grow.

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you mentioned like the crazy chaotic growth phase. We hear the phrase all the time. If everything's important, then nothing's important. If I'm a CEO or COO at a growth stage company and we are like, you know, running around with our hairs on our hair on fire, trying to figure out like how to just keep this thing together. How do, how do we maintain this growth and get through this growth phase to the enterprise phase without it killing us? We have to prioritize certain things. Yeah. Yeah.

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Why should culture be one of those things that we prioritize if we are already strapped trying to just keep the business together? Yeah, because as we talked about before, your culture is made up of your people. And if your people are not well equipped and your people are not developed and your people do not understand the value of culture and how to and how the long lasting impact of all the things that we're doing down here.

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your culture will be broken. And once it's broken, it's really hard to get it back to a place where it's inviting, where you attract the right talent, where you retain that talent. It takes a lot of work. Leaders have to become really vulnerable and say the hard things. We missed the boat on this. We lost sight of this. We prioritize money over people because it's not, shout out to Mike Lance and his Lucky 13 with the Josh Houser podcast because it's

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It's people and profit, right? You have to, you've said it in your podcast last week about the balance of growing revenue and growing people, right? There's a balance and there's an importance of being able to do both. One's not necessarily more important than the other, but sometimes you have to prioritize one over the other, but both are always really important, right? And you can't let one go for too long.

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I've seen it in organizations here where the profit side of it got way out of hand and they forgot about the people and the people left. And then you have to start over and then you have to rebuild, you know, and it's painful and it's expensive when companies do that.

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Yeah. I was going to ask you, like, what's at risk if you don't get it right? It sounds like one of those things that will show up in my business first, maybe not first, but definitely in the mix is turnover. Right. Like good people leave because there's no longer a good place to work. Is that something that you've seen with companies where they don't get the culture part right? Oh, yeah. Yeah. People. And it's a ripple effect. So when one person leaves because, you know, all these people are talking, they're having conversations. Yeah.

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about what's working, what's not working, their frustrations, what you focus on expands. So if we're only ever talking about the things that frustrate us about this organization, then it starts this ripple effect. And then one person, you know, that has maybe, and maybe it's not a leader, maybe it's a frontline person who has influence, gets flustered and leaves. And the next thing you know, you have a flurry of people behind them because they're like, well, if they left, I can leave too. And I, in the grass is greener somewhere else. Instead of,

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taking in, you know, being an advocate for this culture and having the hard conversations with your managers and with the executive leadership team about here are the things that I see are opportunities for growth for us. Do you notice them? Are you willing to address them? How can I help? Oftentimes, mid-level managers at the front line, people think they have no influence and think that they can't do anything to make it better. And I believe that they can.

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Because everybody contributes to culture. Everybody is responsible for culture. Yeah, that's something that I don't think gets said a lot. I think that when we hear culture, it's like, oh, that's HR's job. And they'll do the culture stuff. And they think about it as like swag bags and like an event every now and then. And I love that you said that like, no, culture is everyone's job. And the great companies that I work with that like really do it.

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Culture is always in the room, even when HR is not in the room. It's like, oh, it's a part. It's almost like the air. This is just what we do here. It is. And I stand on the pillar that, and True You does as well, the culture vision is cast by the founder, CEO, president, like the executives, right? The vision for what culture, what they want the culture to be a set there.

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The people who actually execute and implement culture are your mid-level managers. And HR actually, and there's numbers out there to support this, HR is actually the least influential over culture. They build the foundations. They make sure that culture is in the process of interviewing, hiring, performance reviews, one-on-ones, exit interviews, things like that. But it's really...

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And this is where I see the breakdown the most, Tony, is when culture is not set by the executives and heard appropriately by the mid-level managers. It is so important that you are coaching to our values and that the mid-level managers have an understanding of what the expectations are in this organization and how we behave. And everybody's aligned on coaching to those things and having that alignment. I think that's super important.

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Yeah, there was a director of operations that I worked with a few years ago and in his office on his whiteboard. He had this, you know, he's always working on problems. He looked like a scientist. He's doing math problems in there. It was like Pythagorean theorem and all this other stuff. But in the corner, it was always there. And it says people are motivated by what their leaders say and what their leaders do. And I told him the third one. I was like, the third one is how they're compensated, by the way. But I would always have that joke with him.

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Like what I say and what I do as a leader is monumental to the people that work for me and that work with me because it helps set the tone. And so I agree with you when companies say we're going to invest in culture, but that CEO or COO or the C-suite as a whole is not invested in that culture. Yeah.

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Yeah. It doesn't, it doesn't really have the same impact. Like it's like all the things are there, but it's not really being operationalized because it exists outside of like how we work every single day. Yeah. So yeah, it's definitely a top down. Yeah. Top down initiative. Yeah.

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At True You, you guys have events for kind of, I don't know the best way to say it, you can help me with this, but different levels of the business. And so I know that you have your, you know, culture champions that you have at each company. I know you do some all community events. I know you also have the CEO breakfast for CEOs that want to come in and work on their development. Can you talk to me about those different levels and just kind of who's invited, who can come and what that looks like?

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Yeah. I'll start with a little bit of a true origin story because that's where these community groups were born. Defenders, you know, was bought by ADT about five years ago, but Defenders was one of the early adopters and believers in culture. So the CEO, Dave Lindsay, and our current CEO, Mike Lance, who was at that time the chief people officer,

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they had figured out that you could grow and maximize growth by investing in your people. So they spent a lot of time investing in their people, both in leadership development skills, but also their skills in their trade. So I spent a ton of time investing in them there. Well, Dave asked Mike one day, he said, what are you doing with your days? And he said, you mean when I'm not

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teaching your friends how to grow their culture by investing in their people. He goes, well, that's not very efficient. No, it's not. But Mike, as the innovator and the ideator that he is, he's like, I have an idea. He said, we don't have all the answers anyway. If we put all of these executive leaders and HR folks in a room and allow for that, we'll teach them things. We'll teach them our way and what's worked for us. But I believe that they have really great ideas around culture and best practices as well. So let's build a community.

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that supports each other, that is outward focused, that, you know, that's where the Homes of Hope builds came in because they wanted to give back to community. And so we're still doing that 12 and a half years later. We are bringing executive leaders together, HR leaders, people leaders in their own community to have conversations and to learn and grow together. I think there's a lot of places like YPO and CEO circles and even SHRM for HR for people to learn and grow.

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But there isn't a place where a people leader, an HR person, and an executive can learn a lot of the same tools, speak the same language, which then allows for them to grow together while building a community of their own. People leaders really need to have community. They need to have somebody that they can lean on. When they go to their supervisor or manager and say, I've got a problem, but they don't have any ideas to come with that problem, reach out to the people in your True You community and say,

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and get ideas. What are they doing inside of their companies and how can you bring solutions back? That's really the value I think that we bring the ability to learn and grow and build community together.

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Yeah. Being in those rooms as I have been over the years, it, it always feels great to be there. It's almost like every, you know, CEO breakfast or a true you Tuesday, or even a true you timeout is like a family reunion of sorts. I get to see people that I love and that I've worked with or work with currently. And it's always, you know, good to see, I've gotten texts before and we'll still sometimes depending on what it is, it's like, Hey, I didn't see you at true you this week. You good. It's like,

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Yeah, I'm good. Just busy. You know, got some stuff going on, but I'll be there next time. So it's really, really a community. I know a lot of people just slap that label on things and say, oh, it's a community. And then you show up and like, including the volunteers, there's like five of you there.

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That doesn't happen at True You. It's like a real, like people are looking for you and expecting you to be there and know your name. Just to show my cards in case the audience doesn't know. So you mentioned Defenders. I worked at Defenders in 2014, and that's when I first interacted with True You. Defenders was a security company that started in 1998 by Dave Lindsay in the spare bedroom of his family.

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house and then went on to sell for reportedly $400 million. And so you think about a growth stage company that really got culture right. They did. And when you look at that team, you know, Mike was a chief people officer, but man, I could go down the list of a who's who in the business space and the marketing space and the talent development space of people that were there. And it really felt like, um,

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a really strong culture. And so one of these days I'm going to do a true, you are a defenders episode because I think people don't, people don't really know that story well enough and they don't know how it still impacts us today. Like if you were a defender, there's a impact that still happens today. There's a Facebook group with over 1100 people interacting constantly.

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daily on Facebook about back in the day working in defenders and the company's been gone for six or seven years. So anyway, how did you come to, to true you? I know that you worked I think in the business development space in the it world. So yeah. And you mentioned earlier too, you kind of fell in your lap. How did you come to truth? Yeah. I love this story because everybody, you know, I went to school to be a television news anchor and didn't end up taking that path.

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for various reasons. The biggest was I was on the air the day of 9-11 for a local radio station. And it was not a good experience, obviously. And it was like, I just don't know if these God-given gifts that he has given me, if this is the space to which I am supposed to be using this. But I was the first person in my family to go to college. I was paying for it myself. So there was a degree of pressure to use my degree in some way

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Back then, I've been a believer practically my whole life, but definitely did not use God in a way and ask, you know, guide me, lead me, show me which way I'm supposed to go. So what I had been taught was, you know, my family, they worked really hard. But, you know, they had they just couldn't get to the leadership level and those aspirations of being the best version of yourself. Right. That was something that I had to go learn on my own.

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Gosh, logistics, customer service. At one point I was selling security guards. Like I just decided that I was going to take care of my family and figure out what my, uh, what I wanted to be when I grew up later. Uh, I married, my husband had two small children when I met him. So family first, right. Then we ended up having three kids together, a set of twins at the end. Lord pray for me. Um, they are 15 today. We're making it. Um,

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And it is a good time to have a boy, girl, set of twins going through all the things, you know, teenagers go through. So and I have no regrets, Tony. I am so grateful that I had all of those experiences because I learned about what does good customer service look like? What does it look like to be a really great leader? I had some leaders throughout my journey that believed that I had great potential and that I just needed clarity on who I was today.

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What I was like, what I was really good at. What's the thing that I'm better at that nobody else is, you know, kind of my uniques. And once I figured out what those things were, then it was like, okay, so how do I use these? I also had to be willing to accept that I was really good at sales. I was really good at building relationships and solving problems. And, and that was okay. I was in denial for a very long time about that. Why was that hard for you to accept? I think I had been told to previously in my life.

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And I just did not want to be that sleazy salesperson. And one of my mentors just said, then don't be. Sometimes it's the smallest thing that you're like, wait. It's really that simple, huh? Yeah. Just do it differently, Amber. And so I'm not in it to make a sale. I'm not in it. I'm in it for the win for the other person. How can what I do or who I know bring value to you? And I had a really great network of people. My...

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Personal board of directors, the network that I've been building over the last 15, 20 years, that is how I got here. I had people tell me, you know, speak hard truth into me and say, Amber, you're running in the wrong direction. Stop chasing money in title and you will find the place where you belong. I had a mentor. His name is Joe Indiano. And it was the first time we'd ever met.

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And he's in the world of IT, but he also does some things in HR. And I was just sharing with him my heart around culture and how every time I would sell something, like there would be fallout on the back end because our people on the health desk were not taking good care of the people that I was bringing in. And I'm like, it's like this constant churn and burn. And I was like, I'm trying to take care of the people internally while also trying to bring in new folks on the outside. And he was like, you care a lot about culture, don't you? And I was like, what's culture?

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I'm like, what do you mean? I couldn't even put words to it. He was like, you care a lot about culture and HR. He was like, you probably should go find a job doing that. And I was like, HR? You probably don't want me anywhere near HR. So I was kind of like the culture queen before because I was an advocate for the people. I wanted people to want to come work at the places that I was at. I wanted them to be happy and feel joy.

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and be proud of the work that they did. And so through, I did it, you probably know Rebecca Fleetwood Hession. I did her Rise and Thrive program. And through that program, I met Chris Mills. And Rebecca said, when I was going through this midlife work crisis, she said, reach out to Chris Mills and see if she knows of anything that is open for you. And I was like, I've already talked to Chris. She's like, go back to her. I was like, okay, I'll go back to Chris.

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So Chris is driving to the lake. I'm standing right here having this conversation with Chris on the phone and I'm sharing with her my heart and just what I'm looking for. And she said, you know, we are acquiring true you and we need somebody to lead it. And I think that you'd be a great person to do that. And I will tell you, Tony, on paper, it did not look like I had the chops to do it. But it's funny when somebody believes in you and and takes a chance on you, man, man,

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I could not be in a better place. I'm so grateful for the role that I have, for the growth that I've had and the alignment that I have today. Yeah, that's an amazing story. I have a I have a unwritten, unspoken rule here that I don't talk about Chris Mills on camera because I don't want to cry. But.

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Yeah, she is the type of person that will speak life into you and help you see something in yourself that maybe you don't see. You told your journey in such a succinct way, looking back at it, of like how all the pieces fit. I'm curious to know when you were going through it and you were telling security guards and doing all these things, did it feel like in the moment the pieces fit together? No. No.

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No, it was such chaos. I felt so lost, Tony. I felt like I had lost my purpose. The only thing that I was good at was being a mom and a wife. And when my kids started to grow up, I thought, man, I gotta figure out me because they're not always going to be here and depending on me and I'm going to be, you know, in a very bad spot. And so I started doing a lot of that self-discovery that I mentioned. I started to dig into what do I really care about?

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What I care about is people becoming the best versions of themselves. I care about, because when they do that, they will do their very best work and they will live their very best lives, which means they show up to work, you know, living this fulfilled life where they feel like their work matters. And when I got here, that's the vision that Mike shared with me is that he's like, we all want that too. And now that we've got people at the helm that really believe that we can do really great work together.

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continued every service that we offer, every person that we bring in, like every single person that walks through the door at True You matters. We want to see them succeed. We want to see them live their best life. And it feels good to be able to see evidence of where our work is really making an impact on people's lives.

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Yeah. And I can tell that that drives you. I can even hear just you speaking about it, that it's fulfilling you in a lot of ways and you really do care about impact, which going back to sales, I've always been a firm believer of like, I'm here to help other people. And if they don't want my help, then that's okay. Like maybe they don't need it. That's okay. But there are some people out there that, you know, need my help. And I just need to find them and present it to them. And then, yeah.

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They will be aware enough and in a position to say yes when it's time for them to get the help that I want to give them. So, yeah, it really takes the pressure off. Yeah, I have.

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A sales related question for you. So when you go out and you sell true you HR or the true you community, what are some things that make the CEOs and founders that you sell to say yes? What makes them raise their hand and say, out of all the things we're doing? Yes, we also need help with what you offer, what you bring to the table. Yeah. Yeah.

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We kind of started the conversation with the chaos. There's a lot going on. They're all trying to grow and get to the next, you know, get to the next, you know, milestone. And, but there's a lot of chaos happening internally and they don't have the time, the capability, the capacity to really deal with those issues for themselves. And so we come in and help calm that chaos. In addition to that, there's not a single

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executive leader or HR person that I've ever talked to that does not have some sort of managerial leadership opportunity, right? Where there are people, because everybody gets promoted because they're really good at their jobs. They're the subject matter expert in that, but they've never been given the tools to actually know what it means to manage and lead people. They don't know the difference between managing and leading. And so they're kind of flying by the seat of their pants and off the cuff and trying to figure out on their own

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And so we're setting them up to fail, causing more issues for the HR teams because they're trying to navigate all the problems because nobody wants to deal with conflict and people aren't holding people accountable. You know, and then it bubbles up to the executives. And so it's a distraction. We are removing the distractions from talent, culture, HR, and leadership development so that a business can operate, have good systems to operate from, and grow quicker.

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because their people are armed and ready for the hard conversations, for the growth, and are being authentic in their roles. And they have the tools. So many of us, I didn't have the tools, Tony, until I started doing Seven Habits of Highly Effective People, until I took my first 360 assessment, until someone sat me down and said, conflict is good, Amber. Let's have a conflict conversation and work through what didn't, here's what I expected, here's what fell off,

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And what didn't work. And then let's talk about how together we figure this out for the future. All the conflict conversations that I'd experienced Tony in my previous life were like screaming across a boardroom table. I'm like, I don't want to do that. That's my version of conflict. And I'm like, I don't. And here we set a new expectation for what conflict. And I think the most growth comes from a conflict conversation. Yeah.

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That's really good. I agree that that friction is necessary for growth. A lot of times, a lot of times that conflict is happening because we're addressing really hard things that need attention in order to get better. Yeah. Yeah, that's really good.

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Okay, final question for you. You walk alongside leaders all the time who are in this chaotic growth phase. I mean, we've talked about this for almost the entire episode. You've helped them. Some didn't necessarily know that they needed the help. You've been able to...

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better them in a lot of ways, either it's through your leadership programs or through the community and other ways that you help. You also have gone through a lot of growth in your own career. If you could speak to an executive leader out there who is going through growth right now, and they're doing their best to lead through growth, if you could just speak,

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Speak to them, give them some advice, give them some words of encouragement. What would you say to that leader that's out there listening to this or watching this and they are just right in the, in the throes of growth right now, they're trying to figure out how they can keep it together. Yeah. Ask for help up at the top. One of the greatest things that I have seen and experienced is the loneliness. And I,

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And I shouldn't feel this way because I have an incredible executive leadership team. They are supportive. They are loving. They are kind. But oftentimes, I don't want to overburden them with things that I have going on. And I also have a responsibility to figure it out. And so I have just not been willing to ask for help or be authentic and genuine and remove the ego and say the things like, I actually don't know how to do that. I actually cannot fix that.

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And they're like, great, let's figure out how we can fix it together. And it's just been one of the greatest things about leading this community, leading this team is there's room for growth and it is okay if you don't have all the answers. I think the other thing that I struggle with is, you know, I don't want my team to feel like I'm incompetent or that I cannot be there for them, but we're all carrying heavy loads. And at the end of the day,

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I don't have all the answers and I can't fix everything for you, but I am sure committed to figuring out how we get this done together. And I think a lot of times leaders feel like they cannot be that vulnerable with their teams. And you have to be careful, obviously, about saying things and making sure that, you know, they feel safe and that you say something and it doesn't like throw the culture off kilter or whatever. But I think there's a level of vulnerability both up to the team that your number one team

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the team that you work with every single day, and then the team that you lead. There is an appropriate level of vulnerability to share and be open about. I actually don't have the answer because my job is to hire the people that have different answers and different experience than me, but together we will go figure it out.

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Beautiful. Amber, thank you so much. I know we can talk for on and on and on, but I think this is really helpful. I think people get a lot of value out of this stuff. If you are really enjoying this conversation with Amber, I'll put the link to her LinkedIn profile in the description. She's always making great content over there, especially if you want to stay connected with everything true you. Thank you, everyone, for watching this episode in the comments. Let us know.

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What was your favorite part and what are you doing right now to work on your culture? Thank you so much for watching. See ya.