If I knew 10 years ago, the power of an engaged workforce and a living, breathing culture and set of values to influence the success of an organization, I’d have prioritized them above all else back then.
In recent years, I have worked with my leadership team and employees across the board, to define Mercury’s culture and core values and subsequently, to bring them to life, make them more than just wall decor. We’ve simplified them, and in return made them more achievable and more meaningful. We have woven them into the fabric of our business through our commitment to lifelong learning, employee engagement and baking them into our strategic operating plan. But we could not stop there. We’ve also made them measurable by aligning them to our personal contributions in our quarterly performance evaluations and by asking employees to rate the organization against them in a recent culture survey.