This blog is part of our ongoing Wincon Team blogging initiative, designed to keep our employees up-to-date on company and security-industry news and developments
Ever wondered what makes a great company?
I’ve been thinking about it a lot lately as we celebrate our 25th year in business. A great deal of our success can be attributed to strategic thinking, great systems and operations management, excellence in service delivery and, of course, all of you—as I mentioned in another article in this newsletter, people are our strength.
I’ve known that for a long time, of course, but reflecting on what our employees mean to Wincon Security prompted me to dig a little deeper. Specifically, what makes our security firm different from the scores of others currently operating across the Greater Toronto Area? Well, we certainly deliver leading-edge commercial property services that, in my view, outmatch those of our competitors.
As an integrated solutions provider, we also leverage technology better than anyone else in the business. Whether we’re analyzing the benefits of drone technology to patrol properties or helping clients select the biometric entry systems to suit their security needs, we’ve successfully evolved our company and adopted a technology-first approach, all while using human expertise and experience to keep our clients’ properties safe and secure. Few other firms have pivoted quite as effectively.
But there’s a competitive advantage that we have at Wincon Security that no other firm has: our employee culture.
For a company like ours, culture is everything. But what, exactly, is an employee culture? It’s probably best described as the attitude or the philosophical approach that helps carry the company forward. It’s compromised of the personality of every employee and incorporates everything from workplace policies to strategic business objectives, to name only a few key components. It’s the DNA of a business.
A recent Harvard Business Review article underscored the importance of culture, particularly as it pertains to maintaining strong employee engagement:
… disengagement is costly. In studies by the Queens School of Business and by the Gallup Organization, disengaged workers had 37% higher absenteeism, 49% more accidents, and 60% more errors and defects. In organizations with low employee engagement scores, they experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and 65% lower share price over time. Importantly, businesses with highly engaged employees enjoyed 100% more job applications.
Our DNA is unique in that it’s not only characterized by some great people, but also incredible dedication and extraordinary entrepreneurialism that runs throughout our organization. I’ve lost count of the number of times that a member of our team has approached me to share thoughts on how we might deliver our services more effectively, to highlight a challenge they’ve encountered or an opportunity we should seize upon to help drive revenue growth. That kind of communication is not only helpful, it’s incredibly important if we’re going to keep working towards building a bigger, better Wincon.
Another aspect of our culture that I find striking is the level of care that we have for each other. I would say that without a single exception, all of the employees that we now have in our organization are not here simply for a pay cheque. They want to make a difference, and they have the backs of their co-workers. That’s an impressive aspect of any culture, and one I’m proud to say is a defining feature of ours.
When we faced a challenge with a rogue operations manager in recent months, our team rallied together. We identified the problem together. We stayed strong during a lengthy investigative process together—and emerged even stronger as a group. Most importantly, we didn’t tolerate behaviour that wasn’t indicative of our cultural values.
That’s right, we share values as an organization. While we all have our own personal opinions and values, our culture is defined by characteristics such as hard work, a determination to help each other succeed and a commitment to doing right by our clients, in every engagement. We treat each other with empathy, respect and compassion. We help each other learn and grow as people and professionals; and we celebrate our successes as a team while learning from any mistakes that might occur along the way.
Not many companies can lay claim to such a strong culture—but we can. Our goal in the coming year is to find ways to strengthen those bonds through training, smart recruitment and sound management. It’s going to be a great year and I’m very proud that all of you are dedicated to helping fuel our success.
Winston Stewart, founder