Partner Interaction and Involvement

The three partners interact freely and openly with employees at every level. Everyone is referred to by their first name and there is no formality or concern with titles. Every employee including partners is expected to do whatever is necessary to service their clients. Employee cross training, appreciation days and “Walk a Mile in My Shoes” days contribute to this cultural shift.

Internal Clients (Site Staff) Evaluate Staff Group

Unlike most organizations built on top down management, Marquette Staff Group (central office staff members) are evaluated by their clients and their existence and financial livelihood depends on their ability to help their clients (property site staff members) generate high returns in a way that is consistent with the Marquette culture.

Focus on “Accomplishment” not “Activity”

Most companies place a high premium on “activity” and the appearance of “busy-ness.” Marquette sees these as the “tinsel version” of the real thing which is “accomplishment.” The prevailing question at Marquette is not, “What did you do yesterday?” but “What did you accomplish yesterday?” This also requires a safe environment where “truth telling” is essential and structures for communication and accountability are firmly rooted in the culture.

A Unique Definition of “Power”

In most companies, “Power” is equated with “Control.” At Marquette, control is not desired or valued. Instead, “Power” is defined as the ability to accomplish. The most powerful employees are those who accomplish the most with the least effort and fanfare. Personal growth is seen as the ability to do more in the same or less time and with less effort—that is, increasing one’s capacity.

Business People First and Foremost

Marquette employees are expected to be “business people” who happen to perform certain tasks and functions. They are not regarded as their function. As such, employees at every level are expected to contribute what they see that will positively impact the business without regard to titles, job functions, areas of responsibility, etc. Risk taking is highly valued over status quo. Today’s market is changing at an incredible pace and this requires constant and never ending improvement, innovation and reinvention. At Marquette, the commonsense notion is, “If it’s not broke, then break it and re-invent it in a better way.”

Technology versus People

Most companies use people to ensure “checks and balances”, “compliance” and “quality control”. This is costly and too often reactionary in nature. Marquette uses technology, not people, to ensure these important business aspects which free employees up to focus on “proactively adding value and cash flow” to the company.

Commitments versus Goals

Marquette has little use for goals or objectives. Instead this unique and demanding culture expects employees to make “commitments” which have a “whatever it takes” aspect to them. Over the past twenty years we have witnessed a huge difference in accomplishment between employees who set goals and those who make commitments. Hire the Best and Then Train Them Thoroughly Marquette’s decentralized, distributed operating style requires a high degree of business literacy at all levels. Most of Marquette’s Property Managers have either come up through Marquette’s Manager Training Program or they have held Regional Supervisor positions with other companies. Marquette’s philosophy of “hiring for attitude and train for skills” has allowed them to hire customer service minded site staff members who enjoy residents and helping to change people’s lives for the better.

Throw Out Those Job Descriptions

Marquette abandoned the notion of using job descriptions years ago because job descriptions tend to be too limiting, confining and stagnant for our incredibly fast paced changing world. At Marquette, each position has certain “accountabilities” that can be met in a variety of ways depending on the specific circumstances being “called for.” While the overall job accountabilities stay the same, the specific methods used to achieve a particular job accountability will constantly change.

Involve the Entire Organization—Reduce Employee Turnover

Marquette’s Training and Development Program recognizes employees for continued professional and personal growth. Each new employee is thoroughly trained and offered the opportunity to develop a Three Year Plan which allows them to work individually with a mentor and Marquette’s Training and Development Coordinator to outline and implement a specific course of development and training. Achieving Certification means career and financial advancement. Most importantly, it allows employees to train new employees and spread the culture as the company continues to grow. Information flow is critical to keeping the culture alive and thriving. Marquette uses its internal “Infonet” to acknowledge, inform, and train its employees on a 24-7 basis.