Turpin Communication’s Culture
What We Stand For
By Greg Owen-Boger and Dale Ludwig
Two recent events triggered the Turpin Team to discuss our culture, values, and generally what we, as an organization, stand for. It’s not that we don’t know who we are. We do. We live our values every day, but we never actually wrote them down … until now.
The Two Recent Events
- Dale (Turpin’s Founder) and I attended an ATD regional conference in Chicago. Chris Yates, Chief Learning Officer at Caterpillar and coauthor of Rewire: A Radical Approach to Tackling Diversity and Difference, delivered the closing keynote. His message focuses on the notion that in order to achieve sustainable positive growth, leaders need to create a culture of openness, empathy and inclusion – which in turn enables corporate strategy and drives innovation. He also argues that living a culture of inclusion is simply the right thing to do. We agree.
- Dale and I were in a meeting with a new buyer. We’ve had a long-standing relationship with this organization for well over a decade, and this particular person had recently moved into a position to purchase our services. It was a lively get-to-know-you meeting. We’d been talking for about an hour when she asked the question. “What is Turpin’s culture?” As it happened, neither Dale nor I could answer this question very well. In that moment, we couldn’t find the words. All we could do was tell a few stories about how we encourage everyone to bring their most genuine, thoughtful, curious self to the work that we do. The client seemed satisfied, but we should have been able to address the question more directly.
These two events have made it clear to us that we should probably figure this out. It’s important to the company and our growth strategy, it’s important to us as individuals, and it’s also important to our clients.
Culture is More than Brand
In our workshops, we talk about how communication, both internal and external, can have an impact on both the individual’s brand as well as the organization’s. For example, if an organization wants to be perceived as highly professional and inclusive, its employees must communicate in a way that supports that brand promise. Dale and I discussed making our own list to describe how we want Turpin to be perceived, but that didn’t seem right. It seemed too top down and, frankly, that’s not who we are.
Turpin’s Culture as Described by Team Members
I shared our client’s culture question with Sarah Stocker, who is one of our Coaches and our Workshop Coordinator. She was able to answer immediately. That shouldn’t be surprising, I guess, since Sarah has been with us for eleven years.
That conversation with Sarah sparked an idea. Why not ask our team members to answer the question, “What is Turpin’s Culture?” So that’s what we did. After they submitted their thoughts, Dale wrote a piece in response. His take on our culture, which I completely embrace, is below. Sarah’s response is next, followed by submissions from other team members.
We hope you enjoy hearing from our amazing, and fiercely loyal team members.
Dale Ludwig (President of Turpin Communication, Founded in 1992)
After hearing Chris Yates speak at the conference Greg mentioned, I read Rewire: A Radical Approach to Tackling Diversity and Difference. He and his coauthor, Pooja Sachdev, have written a great book. They build a strong case for diversity and inclusion without sugarcoating the personal responsibility each of us must take toward it. Here’s how they put it.
We need to purposely create a culture of equality, respect and inclusion, where our differences are not seen as a problem but as a competitive advantage: a quality that can be leveraged to enhance decision-making, problem-solving, creativity and innovation … It starts with a strong set of values.
As I read this book, I found myself tying what the authors said back to the work we do with our clients. We cannot deliver a successful workshop without creating a safe environment for each individual in it. In every class, we ask learners to be vulnerable. We ask them to try, possibly fail, and try again. We understand the commitment—sometimes the courage—that takes, and we do not take it lightly. To borrow from Yates and Sachdev, then:
We need to purposely create a learning environment of equality, respect and inclusion, where our differences are not seen as a problem but as a learning advantage … It starts with a strong set of values.
Based on what we heard from the Turpin team members, here is a list of our values.
We are committed to delivering the highest quality communication skills training and consulting in the industry. Our goal is to help people get business done as efficiently and effectively as possible. We do this by casting aside traditional thinking about business communication, building a new foundation, and focusing on results for each learner.
To reach our quality goal, our work must take place in a training environment that is safe and inclusive. While in the classroom, everyone must be free to be themselves, to ask questions, to fail and try again without judgment. Every learner has the right to be heard and understood. They deserve our respect and empathy.
When we create a safe, inclusive, respectful, and results oriented learning environment, we earn the trust of each learner and the right to ask them to change and grow. Without their trust, we cannot succeed.
Everything we do is fueled by the passion we feel for our work. We care about our clients’ success and the work they do. We are curious and deeply committed to placing what we do within the context of every learner’s work environment.
As you can see from other Turpin team members, below, the culture we create in the training room shapes how we work together every day.