There is, indeed, a proven and direct correlation between the health of a company’s culture and its overall success.
I’ve been on my rant for quite a long time that if employees don’t love to come to work every day, the company they work for will never be able to reach its full potential. 
So, in that vein, I’ll share an experience I had not too long ago with one of our clients to help communicate my point.
It was about a business owner I met in one of my roundtable groups, and she often talked about the struggles she had with her business partner. They had diametrically opposed personalities which actually served as a benefit in the growth of the business, but in the way she was describing what was happening, it was a detriment. 
Her partner was brilliant in terms of industry knowledge and the ability to bring aboard new business, but his alter ego was that of a bully with respect to his style of management and leadership. And as you would expect, morale at her company was low, and the turnover was high. 
To many of the employees, he was a micro-manager with a near zero-tolerance policy for mistakes, and he truly believed that the occasional dose of intimidation coupled with fear was the best way to keep everyone on their toes.
Because of this, she had reasons to believe that some of the company’s key players and top producers would jump ship if things didn’t change.
After a few conversations, I was hired to do an employee insight assessment, and after conducting numerous interviews with her employees, her fears were confirmed, and the environment was really unstable. 
When she and her partner were presented with the employee feedback, or evidence, in this case, they agreed to restructure their relationship so that she would be the partner in charge of managing, leading and nurturing all employees, and he was going to play to his strengths in growing the business through focusing more on sales, managing vendor partners, corporate strategy and being the visionary for the company.
It was an easy solution.
Now that the employees were aware of the change, I provided a strategy and framework for building what I defined as a fanatical culture of high-performance, accountability and continuous improvement. 
Here are the components:
Number one. Replacing the dreaded annual review with ongoing face-to-face, in-person, authentic real-time feedback. 
Two. Keeping employees in the know about what is going on at the company through newsletters, summits, an intranet and town hall meetings. 
Three. Investments in training. A few thousand dollars and a couple days out of the office for sales, service, leadership, technical, industry or human resources training will generate a very nice ROI. Employees warm up more to employers who care enough to invest in them.
Number four. Investments into better tools to improve efficiency. 
Number five. Celebrating failure. And I’m not talking about willy nilly failure from negligence and sloppiness. I’m talking about intelligent failure where new hypothesis are tested based on a culmination of knowledge and research, and emerging with new knowledge based on trial and error experimentation. 
Okay, number six. Organizing a day of respect. This is day when, for example, salespeople spend a full day in the life of production, and production spends a day and the life of sales. Doing this is the only way each group will understand and have an appreciation for each other’s challenges, struggles. 
Seven. Cleaning house. Going through the office to declutter is both healthy and invigorating.  
Eight. Subscribing to a process for solving problems efficiently and effectively. 
Nine. Face defeats head on. When a company suffers a major setback or loss, its leader should bring immediately everyone together to perform an autopsy of the situation, define what went wrong, make the loss a learning