JACKIE GONZALEZ is the CEO of J29 Associates, a strategy consulting firm in Southlake, Texas with more than 20 years of VP/C-level experience in corporate sales, marketing, management, and business and organization development. She credits her “up through the ranks” success to the ability to lead teams and turnarounds while cultivating an environment of breakthrough performance.
Working with CEOs and senior executives, Jackie has developed sophisticated solutions to business challenges in a wide range of industries from medical devices to creative agencies. She orchestrates collisions between right and left brainers at every opportunity, consulting with Fortune 100 companies including American Express, Allergan, Marriott International, and Pfizer; government agencies including the USDA and the United States Institute of Peace, and associations such as AdvaMed and MassDevice.
In her book Creating Culture, Jackie shares her insights and those of some of the most respected leaders in the business community.
Culture is an organization’s expression of itself. It’s the living, breathing DNA that delivers on the brand promise—or not.Corporate culture is inspired from the top down, built from the ground up, and expressed from the inside out. Intentionally or not, the CEO modulates the culture of the organization.
There are subcultures in every organization, but ultimately, those branches are choked off unless they’re aligned with the vine. That means that great cultures reinforce themselves.
Predictably, toxic cultures do the same. When the mission and vision exist as statements in the annual report, or platitudes that are framed and hung in the lobby, they’re just that: Words. When those core tenets are purposefully aligned throughout the organization, from the boardroom to the loading dock, it shows in performance. In business, performance is everything. It can mean the difference between surviving and thriving.
In the C-suite, the company looks to you to set the bar. What’s your vision for the company and why? Is it shared by all stakeholders? Is it worthy of people’s time, attention, and dedication? Are you and your teams “living the brand”. If you’re not in the C-suite, act like you are. The same principles of leadership apply whether you’re managing a team of ten or ten thousand. Either way, you can create a culture that builds the brand, draws and retains top talent, and forms the Kevlar-coated competitive edge that drives results.
Optimize resources so that every person and every process is working at peak effectiveness toward common goals. Whether you’re assuming a new role, building the bench, or breathing new life into an existing team, this practical guide will help you deliver a consistent ROI to your stakeholders while developing an environment of personal satisfaction and professional reward.