{"id":23792,"date":"2019-02-08T15:44:51","date_gmt":"2019-02-08T15:44:51","guid":{"rendered":"http:\/\/www.emmaginer.com\/?p=23792"},"modified":"2019-03-19T07:04:09","modified_gmt":"2019-03-19T07:04:09","slug":"7-minutes-with-claudia-martinez","status":"publish","type":"post","link":"https:\/\/www.emmaginer.com\/en\/7-minutes-with-claudia-martinez\/","title":{"rendered":"7 minutes with Claudia Mart\u00ednez"},"content":{"rendered":"

Claudia Mart\u00ednez impersonates the concept of sorority, which is changing our world. When I first visited her company, Operadora Ganso Azul (Merida, Yucatan, Mexico), in February 2017 I felt so inspired that I decided I would no longer use Google pics (or similar) to illustrate my slides when talking about the workplace and I wrote this post<\/a>. The workplace shows the organisation culture and there\u2019s a great deal of that in Ganso Azul. It also reflects the history and values of Claudia\u2019s family, who is one of the most authentic women I have ever met.<\/p>\n

1. What do you think a company has to do to help build a better, more sustainable society?<\/strong>
\nI will use an example. In 2008 we had just expanded our factory when the big crisis broke out. Clients cancelled orders. Factories around us fired employees. Our industry was devastated. We decided we would keep all our staff. If you fire someone, you are just generating more crisis because you leave that person moneyless. It helps your company to cut costs, but you are not helping the society you are a part of. We reached the conclusion that we would hold on, that our earnings that year would not be the ones we forecasted, but that it was necessary in order to protect our team. We talked to everyone and we decided to disrupt our operations for 3 weeks to re-balance our liquidity. After the break we re-opened with our whole team and kept on operating according to that new scenario.<\/p>\n

2. How does being authentic help when the wind changes?<\/strong>
\nWe are a company whose values have been our helm in hard times. Those values are the ones I grew up with as a child. One of the legacies I received from my dad was a sense of trustworthiness. We observe it in every single action which takes place in our company and in the way we co-work with our teams and partners. In fact, in front of where I sit, by my parents\u2019 picture, there\u2019s a framed thank you letter my father received from a supplier in the 70s reminding me how important trustworthiness is. Keeping my parents\u2019 values is a way to honour their legacy.<\/p>\n

3. How do you build an honest, genuine culture in your organisation?<\/strong>
\nTrustworthiness and commitment are the foundations of FACTS, which is a key concept to us. Facts determine the strategy and soul of organisations. If, as a company manager, I set a trustworthy path for my employees, which creates a benefit for them, for my company and for the society, I am doing the right thing. It is key to find business partners who share this vision. Such is the case of the Blauer family, my lifelong partners. Our business relationship is founded on such universal principles.<\/p>\n

4. What is the action directed at your employees that you are most proud of?<\/strong>
\nI feel honoured to work with fantastic people. We are achieving very important milestones working together putting our people as our main priority. For example, we managed to offer gynaecological preventive care on our premises for our employees and also medical guidance to prevent diabetes and cardiovascular diseases (which is a big problem in Mexico). Many employees have never had a breast examination before, and we thought that they might feel reluctant. We were wrong. They said: \u201cClaudia, if you offer this service it\u2019s because you think it\u2019s good for us\u201d. Mutual trust is key.<\/p>\n

5. How find out what your employees really need?<\/strong>
\nOpen doors and face to face relationships are the foundations of our communication style here at Ganso Azul. Before being General Manager I was an employee here and I learnt very well what I wanted my company to be. Our workers are heroes who wake up at 4am to come to work and they make our company a shining, living reality. A company is not the building nor its name, but the people who work there. That\u2019s why being close to them is key.
\nFor example, in the last years, inflation has been devastating here in Mexico and we had to rethink salaries. Due to the way our social system works, we had to pay close attention to the way we designed those news salaries if we really wanted our people to see a positive difference at the end of the month. So, together with my production team, we went to a supermarket to check the price of the average shopping cart and we took it as the basis to design new salaries which went even beyond the rise proposed by the law. We just put ourselves in our people\u2019s shoes, which generates mutual trust and recognition, both of them essential when the winds of change blow.<\/p>\n

6. How do culture and operations co-exist?<\/strong>
\nTransparency is part of our company\u2019s culture. We apply LEAN to our operations, so every single minute counts. Our operations are very demanding and call upon everyone\u2019s responsibility. Without transparency culture it would be impossible to achieve our team\u2019s involvement.
\nOn the other hand, Yucatan, home to Ganso Azul, is rich in traditions, which are also integrated into our operations. Holidays such as Valentine\u2019s, D\u00eda de Muertos, Carnival, birthdays, etc. Celebration intermingles with our everyday work. Transparency and celebration are then part of a culture which helps us to reach our targets as a company.
\nIn Mexico there is a growing General Managers community who believe in a new way of understanding the role of people in our businesses. We are 100% convinced that, what we, humans, really value is the way others make us feel.<\/p>\n

Many thanks for inspiring us to build authentic organisations, Claudia!<\/p>\n","protected":false},"excerpt":{"rendered":"

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