Every company culture has its own kind of "crazy."

Not “crazy” per, se. Rather, it is a unique blend of characteristics and values that it claims as its own. In his book “Culture Wins,” Author and business owner William Vanderbloemen describes what “Our Kind of Crazy” was at his organization, and how it attributed to their cultural identity. Among his key points here:

• No two company cultures are the same, even within the same industry. Each organization develops its own set of traditions, language, behaviors, and expectations.
• Successful hiring is about finding people who resonate with a company’s specific kind of “crazy.” Employees should fit into the culture naturally rather than needing extensive adjustment.
• A company’s culture is never static; it requires continuous investment, reinforcement, and sometimes, course correction.
• Leaders play a crucial role in defining and maintaining their organization’s culture. Their values, decisions, and actions reinforce what kind of “crazy” the company embraces.
• When an organization owns and celebrates its culture, it naturally attracts employees who thrive in that environment, leading to better retention and engagement.

Every tree’s rings are distinct, shaped by its environment and experiences. Similarly, no two company cultures are the same. We must identify and celebrate what is unique among ours.

Datamax Inc. President Barry Simon often points to the Little Blue Book as an immediate reference to what Datamax culture encompasses.

He happily shares it with peers, clients, and certainly employees, because it’s a living, breathing, often talked about reference point to what it means to be part of the Datamax family. With Datamax Culture, it’s a great place to start.

But what from there? We reached out to Datamax Texas President David Rhodes and Datamax Arkansas President David Holzhauer to get their perspectives on that simple question… what’s our kind of crazy? What’s distinct about our culture? Read their interpretations below.

David Rhodes: Our Distinct Cultural ‘Rings’

Trust

Trust grows when team members are willing to be vulnerable with each other.  They must have confidence that their fellow members’ intentions are good and helpful.  Team members need to take the time to gain deeper insights about themselves and their teammates.  They must be transparent about what they feel are their limitations.

Resolving Conflicts

All sustainable relationships are built on resolving conflicts in order to grow.  The process of conflict resolution is the best way to find the most powerful solutions in the shortest period of time. It is imperative to encourage all team members to contribute their best ideas and to put them on the table for open discussion.

Increasing Commitment

Commitment requires clarity and the ability to move forward with the agreement of the team especially those who may have initially disagreed with the decision.  Successful teams know they must commit even when the outcome may be uncertain.

Full accountability for each team member is based on establishing effective guidelines, procedures and practices.  There must be straightforward delivery of positive and logical explanations for each of the team’s actions.

Achieving Results

The ultimate goal of building trust, resolving conflicts, increasing commitment and being accountable is to achieve the desired results collectively agreed upon.  One of the biggest challenges to team success is not knowing how to operate in a successful team culture.  The benefits of an effective company culture include high performance, outstanding innovation and unparalleled team work.

David Holzhauer: Our Distinct Cultural ‘Rings.’

Creating Raving Fans. It Starts There.

First and foremost is the commitment every employee has to our company philosophy that was developed in the 90’s but pulled a lot from our guarantees put in place in the 80’s.  “Creating Raving Fans” is the number one and foremost thought in every employee’s mind, no matter what position they are in here in Arkansas.  

In order to continually work here, that mindset has to be adopted or the career at our company will be short-lived.  This approach in day-to-day business must come from the heart and as we state “of both to our external and internal customers” meaning everyone you come in contact with including your fellow employees.  Management adopted and has lived this in every interaction with every employee since the 90’s when it was developed.  It has created what is our culture, just as the rings create the fiber / make-up of the tree.

Leadership Longevity. It’s Huge.

Leadership longevity would also play a huge part in the uniqueness of our culture basis.  Simply put, if everyone sees that the leadership here has devoted their lives to such a noble cause as creating Raving Fans with our company efforts, it is plain to see that this is a great place to be and bank their futures on.  Being a part of something Bigger and Positive has it’s own feeling of satisfaction.

A Positive Impact. It’s YOUR Choice.

Every person here can affect a positive outcome with their actions to move our company forward.  Every role employed here in Arkansas can have a positive or negative impact on customer experience.  Everyone knows through our philosophy that they are in control of which experience is delivered by them individually.  It really comes down to “the way of the beaver” (from the book Gung Ho).  Every job is critically important or we wouldn’t have to have it, and impacts everyone.