Want to apply big business success secrets to your small organization? Paul Facella, author of Everything I Know about Business I Learned at McDonald’s, shares his unique insights with American Small Business News readers in this exclusive author Q & A.

Q: What makes McDonald’s such an effective model of business success?

Facella: McDonald’s is an effective model of business success because the culture and principles are basic and understandable. That said, they are not necessarily easily implemented. It takes a dedicated, disciplined organization to model and mentor these behaviors. McDonald’s also has a world-class training system, which starts the day an employee joins the organization and continues all the way up the corporate structure. Responsibilities and additional authority are earned in each step. Because top leadership is thoroughly knowledgeable in every aspect of store operations, they not only gain the respect of the organization, but they can make decisions that are fact-based and relevant to real customer needs and issues.

Q: What is so unusual/special about the McDonald’s culture?

Facella: One reason McDonald’s culture has been studied and written about so often in the business press is because the leadership has always comprised individuals who “walked the talk.” Both late founder Ray Kroc and former CEO Fred Turner stayed their entire lives with the company, creating a heritage for the organization that very few other companies have. It was not about the money or selling out to retire, as it was for many of their contemporaries. It was a passion for building a unique and talented organization. That passion, enthusiasm, and engagement has been passed on to subsequent leaders. It is infused with a “never be satisfied” mantra that keeps everyone pushing, collectively, to improve the organization.

Q: What qualities separate companies with a positive corporate culture from the others?

Facella: I believe the consumer ultimately makes that decision. The success of McDonald’s is unheralded in its field–and yet it was not the first company to sell hamburgers. McDonald’s positive culture is apparent in the talent it develops from within. All the CEOs were basically “home grown” with 4 of the 7 CEOs coming directly from the store levels, and the rest, all working and operating stores before becoming CEO. McDonald’s is about an operational culture that says taking care of the customer in our restaurants is the most important job we do. It’s also about giving back to the communities in which we do business.

Q.What do you believe are the keys to encouraging employee engagement in the workforce?

Facella: Opportunity is very important and a great motivator. When employees see all around them evidence of people who have worked hard and moved up the corporate ladder, it is very motivating. When constant learning and improving are encouraged and expected, people excel and their performance improves. McDonald’s also has a culture of recognition and rewards that other companies have emulated. Founder Ray Kroc, some would say, was obsessed with rewards, celebrations, gifts, awards, compliments, recognition, notes of congratulations, and so on. His insistence that employees are recognized–early, often, and continually–created a culture of highly motivated, highly productive employees.

Another unique aspect of McDonald’s is its relationships. McDonald’s still uses handshake agreements with some of its longtime vendors, executives have an open-door policy, employees can phone the CEO, and executives sometimes work side-by-side with store employees when they go out into the field. It’s a culture that encourages dialogue, open communication, and respect. The relationships at every level of McDonald’s make everyone feel like a team player. Building the environment that supports and encourages working together to achieve results is very important. Management that supports positive relationships can only add to engagement as well.

Q: What do you see as the most important steps for small business owners to take to begin making progress toward creating a culture of success?

Facella: My list would look like this:

  • Get to know your people. Get in and talk with them, make them understand that you care about them and recognize their contributions.
  • Set clear expectations and hold people accountable. When even small goals are met, take the time to celebrate that success. Build on those successes to continue the positive momentum. Everything needs to be measured and held to a high standard.
  • Build your team by tapping their ideas and thoughts. Use the staff to create your direction and encourage their ideas and thoughts. People support what they help to create. Utilize a collaborative approach that’s participatory in style.