When things aren’t going smoothly, respect plays an important role too. “What does it mean to create an environment where someone who’s been here for six months can come up to their supervisor and say, ‘I made a mistake’?” Douglas asks. “Or, ‘You made a mistake.’ Or, ‘One of my peers is hurting the team,’ and not worry about repercussions.” Douglas describes this concept as “psychological safety.” He says it comes down to humility and a willingness to look at the facts. When you can look at the facts of a situation—and separate them from your feelings about those facts—challenges and conflicts can be resolved in ways that actually enrich company culture.
With such a strong emphasis on maintaining a healthy culture, it’s no surprise that JMARK’s turnover rate is low. Douglas says that it’s just one-fifth of his industry’s norm. And it may also be why JMARK has earned a spot on the Best Places to Work list every year since its inception—this year, coming in at number one for large employers.
For Douglas, a lot of it stems from “the gift,” as he calls it—his team’s permission to be picky during the hiring process. “Generally speaking, good people want to do good work, so it’s up to us as leaders to put good people in place,” he says.