Have you read the New York Times piece on the tough work environment at Amazon? There has been a huge amount of coverage about the article itself and the responses by CEO Jeff Bezos and his lieutenants. Stress, tears, and very long work hours – along with hefty compensation for top performers – are all part of that company’s culture, and it can be argued that it has worked for them.

The bigger questions raised by this discussion are important. What is the culture you want in your organization? What must your organization do to compete and thrive? What do you and your top leaders want the company to be known for?

While the Amazon story gives a clear description of a tough, combative work environment – some might label it a cold meritocracy – it also is one that gets results. If you are competing against Amazon – and that includes most every organization that sells and ships anything – its intense focus on taking market share is one that should cause concern. Your customers are likely buying from them sometimes. What can you do? Do you need to transform your organization by adopting the Amazon culture, or can you get results some other way?

The short answer is this: You can get results however you would like, but your team needs to understand expectations. This starts with the hiring and selection process, through onboarding, and during the employee’s entire stay with your company.

Is your company one that encourages long tenure and values loyalty? Will it settle for 90% effectiveness rather than demanding – often demonstrated with midnight emails and text messages – 110% over months? Do you see your organization made up of a team of people running a metaphorical marathon? If so, then create and nurture a performance management and rewards systems that is consistent with that desired culture.

Is yours an organization that runs at a flat-out sprint? Does it bring in people for a relatively short time, work them hard, and reward them well, fully prepared for short tenure and a constantly active hiring team? Then be sure all of the elements – selection, training, compensation, executive messages, and exit protocols – are consistent with that paradigm.

In the end, there are not necessarily any right or wrong ways to run your business. If everyone is honest, ethical, and in compliance with the law, it is your choice as a leader as to which way lead. Just be clear and consistent, ensuring  all know what to expect. Anything less is dishonest and a path to trouble.

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