yours in terms of how they operate. Their footprint might be different, they may have more people or less, but when they operate with a systemic approach to how they deal with a lot of what we've been discussing throughout this podcast, with mission vision values, and following a blueprint that has had success over time, it pays off in the long run. You just have to be willing to take the journey. Everything that you've discussed on this podcast is not a short-term thing, it's all long-term, very long-term view of where we're trying to go and where we are today, and where we want to be 10 years from now. Burke Pemberton [29:10] I'm a Systems guy too. Systems thinking is my sweet spot that I love and you nailed it. I'll give you an example because I presented on our org structure and some AC industry forums and the first question people always say is that it just really pings. They're like, wait, did you say you have transparent salaries? How does that work? I don't know if you want to grab on to that every time I talk about it. Well, we didn't just like pull back the curtain and show everybody salaries. There's a system. Because you can tell everybody what everybody makes as long as you can tell them why they make that. And so, we have very clear KPIs, very clear objectives. Everybody goal sets at the end of the year and puts down their strategic initiatives that they are going to achieve for that time that they've created themselves and that we all agree to as an organization, and then we hold ourselves accountable, and when we meet our objectives then we justify the compensation. It's pretty prescriptive. It's very objective, and it's very data-driven; it's not fluffy. It's kind of interesting because we set out to do this, that sort of no good deed goes unpunished, right? Like, we set out to do this stuff with very altruistic motives, but in order to try and create equitable systemic structures, it puts a lot of things that people want to be subjective and emotional into very objective and data-driven analysis. That's a lot of how inclusivity and diversity are achieved by looking at the numbers and saying, we need to change this because there's no parity across these different stakeholders. And so, that level of objectivity can be a little bit foreign to people who are, I always mix it up, but I think they are a little bit more left-brained and is the less analytical types. They're like, hey, I'm being reduced to a number, but it's equitable now and that's not to be confused with equity. We're not saying that everybody needs to be treated the same way for everybody's unique and everybody is afforded the same amount of autonomy and the same amount of opportunities to succeed in this organization, but that shows up in a lot of different ways for a lot of different people.
Randy Wilburn [31:41] You know, it's funny, as you mentioned that and as I was thinking when you were talking about transparent salaries. I've actually taught a couple of classes on motivations and one of the things that I always talk about and bring up is
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