all hands on deck presentation for executive team of porsche cars north america
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ALL HANDS ON DECK
Building a Culture of Ownership on a Foundation of
Values
Porsche Cars North AmericaDecember 10, 2010
Joe Tye, CEO and Head Coach, Values Coach Inc.Copyright © 2010, Values Coach
Inc.
Companies that study
employee engagement*
consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively
disengaged
* e.g. Gallup, HR Solutions, Press Ganey
And it’s getting worse :-o
“Disengagement, one of
the chief causes of
underachievement and
depression, is on the
rise.”
Edward M. Hallowell, M.D. in HBR, 12-10
At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Business Review, October 2010
“We didn’t undergo fundamental
change by our own choice. It was
forced on us. The wisest of people
or institutions seldom can deduce,
on their own, that change is
needed. And if they do, they never
muster the courage to act on that
need.”
Bob Lutz, quoted in Crash Course: The
American Automobile Industry’s Road
from Glory to Disaster by Paul Ingrassia
Accountability
Doing what you are
supposed to do because
someone else expects it of
you. It springs from the
extrinsic motivation of
reward and punishment.
Ownership
Doing what needs to be
done because you expect it
of yourself. Ownership
springs from the intrinsic
motivation of pride.
Job description
First and foremost a
salesperson, last but
not least a janitor, and
in between whatever
else needs to be done.
It could happen to anyone!
“Doctors take umbrage at
Physicians’ Porsche Promo”
Headline in HealthLeaders Media, 11-04-10
“Marketing in the
future is like sex.
Only the losers will
have to pay for it.”Jon Bond, quoted in Fast
Company, 12-10/1-11
Emotional intelligence (right
brain) is more important to
your personal and
professional success than
intellectual and technical
knowledge (left brain)
Faulty Assumption #1
You can’t teach people
values – if they didn’t
learn in kindergarten,
it’s too late.
You can “empower”
people without them
having doing the work
of self-empowerment.
Faulty Assumption #3
The “Invisible
Architecture” of
an organization“Invisible Architecture” is a trademark of Values Coach Inc.
Invisible architecture is
to the soul of your
organization what
physical architecture is to
its body.
“The only assets we have as
a company [are] our values,
our culture and guiding
principles, and the reservoir
of trust with our people.”
Starbucks CEO Howard Schultz in
Harvard Business Review, July-August
2010
“Our Credo is more than just a
moral compass. We believe it’s a
recipe for business success. The
fact that Johnson & Johnson is one
of only a handful of companies that
have flourished through more than
a century of change is proof of
that.”
Nobody learns
everything they
need to know in
kindergarten!
410-page workbookJoe@JoeTye.com
93
“We know from our research
that the people who are
clearest about their [personal]
vision and values are
significantly more committed to
their organizations than are
those who are not clear about
their vision and values.”James Kouzes and Barry Posner: A Leader's Legacy
“I came to see, in my
decade at IBM, that
culture isn’t just one
aspect of the game –
it is the game.”
“Success is the ability to
bounce from failure to
failure without loss of
enthusiasm.”
- Winston Churchill
“We need to see
opportunities where others
see barriers. We need to
be cheerleaders when
others are moaning doom-
and-gloom.” From The Florence Prescription
“We need to face problems
with contrarian toughness
because it’s in how we
solve those problems that
we differentiate ourselves
from everyone else.” From The Florence Prescription
“Brick walls are not there
to stop you, they are there
to make you prove how
much you want
something.”
Randy Pausch: The Last Lecture
You cannot have a culture
of ownership in an
organization where the
emotional climate
is dominated by Emotional
Vampires.
115
“One toxically negative
person can drag down
morale and productivity of
an entire work unit.”
The Florence Prescription, page 142
116
“It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated.”
The Florence Prescription, page 142
In its early days,
Southwest Airlines
wasn’t just selling
cheap airline tickets
– it was making it
possible for
Grandma to attend
her grandchild’s
college graduation.
“Committable core values that
are truly integrated into a
company’s operations can align
an entire organization and serve
as a guide for employees to
make their own decisions.”
Tony Hsieh: Delivering Happiness: A
Path to Profits, Passion, and Purpose
Zappos Family Core Values1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With
Communication
7. Build a Positive Team and Family Spirit
8. Do More With Less
9. Be Passionate and Determined
10. Be Humble
Source: Zappos website
1. Deliver Wow Through Service
Core Values Frog thinks anything worth doing is
worth doing with WOW. To WOW, CVF differentiates
himself by doing things in an unconventional and
innovative way. He goes above and beyond the
average level of service to create an
emotional impact on the
receiver and give them a
positive story they can take
with them the rest of their
lives.
Source: Zappos website
“Unlike most companies, where
core values are just a plaque on
the wall, our core values play a
big part in how we hire, train,
and develop our employees.”
Tony Hsieh: The 2009 Zappos
Culture Book*
* $1995 at Zappos.com !!!
Culture is morally neutral.
Enron had a powerful
culture.
Core values are the moral
compass that shapes a
positive corporate culture.
“I am absolutely convinced
that in most cases,
prioritizing trust… will bring
personal and organizational
benefits that far exceed any
other path.”Stephen M.R. Covey: The Speed of Trust:
The One Thing that Changes Everything
“We trust each other at HP;
never lock this cabinet
again.”
Note left by Bill Hewlett on a locked
cabinet
Does your answer convey:
I’m good at what I do.
I love what I do.
I’m proud of what I do.
What I do is important.
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