About Section Lessons

Insight from Organizations’ About Section

The About section provides insight to customers, current and potential staff members, and all those interested in the organization’s values, who it is, and what it represents.

But About sections have lost their way. They are written to comply with a standardized checklist and are disconnected from the organization's true identity. They are the foundation of paper cultures.  

Read One About Section, Read Them All

We Value Staff, Customers First, Quality, Integrity, Buzz Word, Buzz Word…

Reading through the About sections of different organizations' websites can lead one to believe that all organizations are the same and share the same objectives, values, and cultures. But our experience as staff members, potential staff members, or customers tells a different story. Even in the same industry, size, or city, pulling from the same labor pool and using the same suppliers, cultures vary from organization to organization.

Though the copy-and-paste approach organizations use to fill a blank page does not provide any helpful insight into who they are, the About section serves a purpose. It offers valuable insight into leadership, what is valued, and that great cultures do not just happen; they require planning, intention, action, and consistency.

Leaders Understand

Leaders know who they should be and what a great organization looks like. They know the importance of quality, customer service, and integrity. They know what is essential and what customers and staff want. They comprehend what is required for success, including customer service, innovation, and the elements of a great culture. Understanding is not the problem.

Good Intentions

Good intentions (not limited to culture) and a strong desire are not enough to achieve your desired results. Words and hope do not work; it requires commitment and consistent behavior. It requires reinforcement through every word and action.

Words are empty, and intentions—well, they are suitable for paving roads. You are a summation of your actions, and inaction is an action. Ask an unsatisfied customer or unhappy staff member if what is started on your website makes a difference.

Best-case good intentions are a starting point, but they are insignificant in creating a productive, innovative, customer-focused, or whatever culture your organization desires. The Gap between intentions and reality just adds to the frustration and calls into question Leadership’s integrity and competence.

Copy and Paste Cultures

Hey, I like how they do things. Let’s be like them. Relocate, redo our office, add perks, restructure, and change job titles. Copy, steal, borrow, do what you must, but none of this will lead to their culture. Culture is not found in an office or an employer’s handbook. It is a living thing and not always as desired or drawn up.

Leaders mistakenly think that the right words and checking the right boxes will lead to their desired culture. A culture is a culmination of everything, strengthened by leadership, accountability, consistency, and transparency. For those reasons, cultures can be emulated but not duplicated. Your culture will form based on who you are as an organization.

A culture will form with the "just copy it, add water, and stand back" approach; it might not be what you expected or what others desired.

Control your culture…

Gap

When reading the About section of any organization, it is clear that leaders know what they should be. After getting to know an individual organization, it is also clear that there is a gap between who they claim to be and reality. The About section highlights the concept that there is a tremendous gap between knowing, understanding (theory), and implementing the culture you desire.

It all sounds so simple. Whether discussing principles of management, leadership, quality, customer service, or culture, there is always a lot of head nodding in agreement. Concepts like people are more productive when happy, and doing things right the first time saves money. Praise is more effective than criticism, which is easily understood, readily accepted, and considered common sense.

Simple does not make them easy or instinctive to implement. Common sense, in any field, is only common to the enlightened. Common sense to an auto technician is rocket science to most of us.

The About section illustrates the difference between being book smart and having the ability to implement that theory successfully. An intelligent conversation is not the same as bringing theory to life. It highlights that in addition to knowledge, titles, and experience, reaching your desired objectives requires a unique skill set and mindset.

The About section is filled with generic terms and lacks originality. It does not always accurately portray the organization or leadership. In some cases, it can be considered worthless. But for those paying attention, it provides invaluable insight.