Growing our talented performers means building our long term culture. Culture can not be found on a spreadsheet or physically seen by an investor, but it leads to the macro growth of a business and creates employees who overproduce. We've all had a boss that would talk about the culture of the business, heck maybe they'd write a post about culture on their LinkedIn or send something through a company email regarding culture. Still, when the implementation started, it fell flat. Here are some tips for your business to check to see if you are doing everything possible.

Andrew Martins of Business News Daily cites that 77% of respondents of a survey state they would consider a company's culture before applying. Not only is culture a driver while someone is employed, but poor culture could also keep a talented candidate away from your company. Skilled employees could also not be referred to your company by a current employer, and reviews on glassdoor could drive someone away before they reach the staff manual. When you get a talented performer, it is imperative that the culture of your company evolves with how they change, ask yourself, how often are you meeting with this employee one on one? If it is not once a week, consider moving your calendar time to make that a priority.

Different employees have a different motivation at work; some want more money; others want more power or a better title; others simply want work-life balance. These can change at any time, so understanding each employee's goals and motivation can keep them on track. Your star employee who use to work 60 hrs a week may have a baby and his intentions of moving up, change to a work-life balance overnight. Sprout social cites that 92% of employees believe having an empathetic leader is critical for strong retention and understanding what motivates explicitly each individual and supporting that can show how you care and maintain your culture in the long run.