Home Depot CEO Ted Decker’s Career Offers 2 Cultural Lessons for CEOs

If recent trading trends are anything to go by, orders are becoming the norm. From Jamie Dimon’s back-to-the-office initiative to Amazon’s and Walmart’s five-day mandate to eliminate remote work as a common workplace, many companies are making bold moves. However, the common theme in these issues is to focus and try one thing: to strengthen the workplace culture. At a time when businesses are having to rethink how they operate — especially in sectors like retail and restaurants — Home Depot has stepped into the fray.

Retail is one of the most stressful industries, with front-line employees constantly dealing with customer needs and other psychological and emotional issues. In recognition of this, Home Depot recently announced that corporate employees will work 8 hours once every quarter. The strategy, revealed in an announcement shared with Bloomberg by CEO Ted Decker, reflects the company’s continued commitment to its core values, set by co-founders Bernie Marcus and Arthur Blank in 1978. .

One of the main pillars that Marcus and Blank emphasized in their book Built from Scratch was creating a customer culture. Corporate employees and senior management working in a shift shop is not a new concept—it is deeply embedded in the company’s DNA as the founders often worked on the floor to keep up with what was happening and stay connected to the experience. of customers. A spokesperson told Quartz, “Home Depot has a long tradition of employees spending time in stores, and this program is an extension of that.” So, whether your company needs a culture overhaul or just a revamp, CEOs can find two important lessons from Home Depot’s latest move.

Bridge the Gap Between the Business and the Frontline

In many industries, especially retail, there is often a large divide between corporate teams and front-line workers that has grown over the years. Decker’s memo highlights the need to close this gap, allowing “white-collar workers to truly understand the challenges and opportunities our shop colleagues face every day. ” Whether it’s a Starbucks barista overwhelmed by phone orders or Home Depot associates managing the needs of emotionally involved customers, this disconnect can damage employee morale, commitment and performance, and ultimately affect the bottom line and well-being of employees. .

By requiring corporate employees to work in stores, Home Depot increases opportunities to bridge this divide by creating greater empathy and improving organizational decisions about big ideas and issues. Business owners who understand the realities of the front line can create strategies that better match the real needs of the ground. This alignment can strengthen culture, improve retention, and make employees feel more connected (and important) to the company’s work.

Embrace Hands-On Leadership

Marcus and Blank were clear Built from Scratch: leaders should avoid retreating to the ivory tower. Hands-on leadership is required, where managers and other leaders understand the process from the ground up. It’s not just about gaining practical knowledge—it’s about building friendships, developing higher levels of competence, and making better-informed decisions. By having corporate employees participate in store shifts, they can develop their understanding of customer needs and challenges ahead.

Decker’s decision to order store shifts isn’t just a celebration of Home Depot’s origins — it’s an acknowledgment that the company’s long-term success depends on its ability to stay connected to what made it who it is. be nice first: knowledgeable, very nice and accessible. customer service from top to bottom. As companies grow, it’s easy to lose sight of the fundamentals. However, Home Depot’s strategy reinforces a core belief and reminder to leaders: to succeed and continue to win over the long term, an organization must remain consistent, unified, and aligned with its vision. the first.