Channel players focus on building ‘corporate culture’

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A growing number of broker channel institutions are taking a closer look at their individual corporate culture in an effort to grow customer satisfaction and the bottom line.

“By building a culture that serves as a breeding ground for positive thoughts, ideas and respect, staff are able to work together to ensure the future viability and continued life of the business,” says Matthew Robinson, with broker channel lender Pillar Financial, part of the Robinson Group. “The concept of ‘you get what you give’ helps us move forward together – with esteem, a common goal and a positive long-term outlook.”

Lenders are not alone in looking to build culture within a business, as broker networks and brokerages are moving in the same direction to instill a common direction and culture within the business.

A business’ ability to survive is often the by-product of individual employees, their ability to adapt to change and the culture they work in, says Robinson, who sees the equation as:

(people + adaption) x culture = likelihood of business survival

“The finance business in particular operates very much like this,” he says. “Our underwriting, business development, investment services and administration departments are parts of the well-oiled machine that keeps us operating daily.”

But a strong culture, driven by strong people, is what helps us adapt and carry on even in the most turbulent of times, adds Robinson.

The tone of a corporate culture is set by its leaders, says Robinson.

“Transitioning into the CEO role and following in the footsteps of a father I respect immensely, I’ve seen first-hand the positive impact that a culture – crafted by exemplary management – has on business,” he says. “The old saying, ‘you don’t build a business – you build people – and then people build the business’ rings true in our operation.”

Robinson attributes W.A. Robinson’s success to its quality people, with a hiring practice based on fit, an ability to reinforce the company culture their ability to adapt.

“Skills can be learned,” he says, “but character cannot.”

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