Paul Berry explains why encouraging your new team members to impact the culture is the best way to help it evolve.
Jordan Kretchmer explains how to let each office take on a unique culture and why transfer should occur naturally, rather than being prescribed.
"We keep our team on the same page by doing a lot of check-ins.
Something that I've had to learn as a CEO is to have immense emotional IQ.
I have to keep my team on the same page as I am. It's often very easy to think way into the future and not keep everyone up to date.
The way we do that is through daily meetings, weekly meetings, and Splash offsites, where we take everyone to another location and really focus on what we are going to be working on the next few months, and even the rest of the year.
It's that type of transparency and understanding of our higher level goals that's allowed us to stay focused as we move really fast."
"It starts with the individual city manager, for sure. They need to really represent the values of DASHED and the kind of commitment to speed and service we have to our guests.
The carriers that we have in Providence, in Baltimore, in Philadelphia, they are first and foremost reporting to this manager so the manager is providing the experience to them locally. They’re providing the DASHED experience and they need to lead by example."
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