Company Culture isn’t what you do, it’s how you do it
I have an issue with “company culture” discussions.
The popular definition of “company culture” is how many ping-pong tables you have, how many beer garden outings you take as a team, how comfortable the chairs are in the entryway, whether you get 10 days of paid vacation time or 15 days of paid vacation time, how good your 401k plan is, how many weird fun facts you know about your employees, etc. etc. etc.
A perfect example of this is the tech start-up world
“Company culture,” as it is formally defined, is immediately followed up with descriptions of the office, how much time you get off for lunch, the fact that you can write on the walls in Crayola marker because it’s “more creative.” And to a lot of people, these environments seem like dreams.
They are the David of the working world, slinging rocks at corporate Goliath.
But I’ll say for me, the above has nothing to do with how I define company culture.
For me, company culture comes down to one thing and one thing only:
How you treat what it is you’re doing for eight plus hours a day, five (sometimes six or seven) days a week.
If I don’t feel good about how the work gets done, if I’m not enjoying the process with my team, then no amount of rock climbing expeditions or expensed dinners or Friday margaritas are going to change that.
Sure, they might give me a fleeting sense of “fun,” but that does very little to impact the way the work (the thing we spend far more time doing) gets done.
Company culture has to do with the people, not the things you have your people doing — or the amenities you provide your people to leisure themselves.
Having said that, let me tell you my definition of company culture:
- Culture is how people handle a disagreement.
- Culture is how teams communicate, the language they use, the way they share their ideas and feedback.
- Culture is whether or not people talk badly about others behind their backs.
- Culture is the meticulousness that goes into even the most mind numbing of tasks.
- Culture is whether your title defines your role, or your role defines your title.
- Culture is everyone’s willingness to listen.
- Culture is showing up on time, prepared, with a positive attitude.
- Culture is the way you approach your work, day in and day out, with an insatiable hunger to learn and grow and build.
That’s company culture, and that’s what’s actually fun.
Getting stuff done, is fun.
Getting it done really well, is fun.
Getting it done with people you enjoy being around, is fun.
And feeling really good about your work, is fun.
Everything else is secondary.
Article sourced from: (https://www.theladders.com/career-advice/company-culture-isnt-what-you-do-its-how-you-do-it)
WageWorks Commuter Benefits Increase 2019
Iconix NY Team:
In 2019, the IRS-mandated limit for pre-tax contributions to commuter benefits accounts are:
- $265 per month for transit expenses.
- $265 per month for parking expenses.
Keep in mind, the pre-tax contribution limit applies to the combined total of both employer and employee contributions. Contributions over $265/ month for transit or $265/ month for parking are loaded onto the card as post-tax contributions.
- Post-tax deductions for contributions over the limits are listed on paychecks.
- Both post- and pre-tax funds can be used for a single transaction.
Iconix 2019 Performance Planning & Evaluation
Global Iconix Team ,
Now that we have all completed our Accomplishments for 2018 and met with our manager, it is time to Set our Goals for 2019. Below please find the link to the updated 2019 Performance Review Form for your completion and two handy guides to Setting and Achieving your Goals.
- 2019 Performance Review Form
- 10 Steps to Setting and Achieving your Goals at Work
- A Guide to Objective Setting
Also, our Linkedin Learning offers courses such as How to Use Smart Goals, Successful Goal Setting, Clarifying Goals and Objectives. These are all great tools to help you create strategic goals that will benefit you and the Company.
Also, this year there is a new section that allows you to provide examples of your behavior in the areas of Teamwork, Communication and Continuous Improvement. These attributes are an integral part of our Company Culture.
We will send a reminder mid-year for you to discuss the status of your accomplishments, revisiting goals and gaining feedback from your Manager. This may be a discussion or in writing.
Please set up time to meet with your manager and complete your 2019 Goals by Thursday, February 28th.
The International Team should submit goals to HRinternational@iconixbrand.com and U.S. Team should submit to Courtney Doro.
There are several mailing lists available to you for contacting groups within the company. Below is a diagram explaining how our major distribution groups function. “Employee” groups do not include consultants, temps and interns, and are primarily for region specific HR Communications (i.e. Benefits). Additional international groups are under review.
Iconix “All” Groups are primarily broken down by site locations and divisions and are best used to communicate with an office.
Iconix All – Employees Global does not include any consultants, temps, or interns
Groups highlighted with an * requires elevated permission from IT
Halloween Costume Contest
Townhall Oct. 15, 2018 – New CEO Announcement
Mr. Galvin will become CEO effective today, October 15, 2018 Peter Cuneo transitioning to Executive Chairman.
The Board of Directors of Iconix Brand Group, Inc. (Nasdaq: ICON) (“Iconix” or the “Company”) today announced that Robert Galvin has been appointed Chief Executive Officer, President and a member of the Board of Directors of the Company effective October 15, 2018.
Mr. Galvin is a proven executive with almost 30 years of experience leading and turning around global brands. He was most recently Chairman of Cherokee Inc., and has served as Chief Operating Officer and European President of Sports Brands International Ltd., Chief Executive Officer of Elie Tahari, Ltd. and President of Camuto Group. In these roles Mr. Galvin has had extensive experience managing global brand licensing activities for these companies. In addition, Mr. Galvin was instrumental in the refinancing of material indebtedness and cost restructurings at Cherokee and SBI.
Mr. Galvin served as an Executive Vice President and Chief Financial Officer of Nine West Group Inc., has been an independent director of Bebe Stores and is currently an independent director of Big 5 Sporting Goods Corp and Trans World Entertainment. He also currently serves as an independent director of Lands’ End, which he joined in 2014.
Mr. Galvin is a graduate of Fairfield University and holds an MBA from the Stern School of Business at NYU.
“Our Board is extremely pleased that Bob has joined Iconix. We believe that his past leadership experiences in our industry bode well for Iconix. He will hit the ground running. Bob has also been very successful when faced with particularly fluid situations. His unique skills in this regard make him a good match to the current challenges facing Iconix. He is an adept problem solver. I look forward to working with Bob in the future,” said Interim CEO and Chairman of the Board of Iconix, Peter Cuneo.
Said Mr. Galvin, “I am pleased to assume leadership of Iconix Brand Group. Iconix maintains a prestigious portfolio of brands and known stature in the industry. I will be working closely with all of our partners and our leadership team to broaden our presence and position our brands to maximize their potential.”