carite culture & values
TRANSCRIPT
Welcome• This presentation is for prospective and current CARite
team members looking to learn more about our award winning culture.
• In the following slides you’ll learn about our values, our approach to talent, and how we think about individual and organizational growth.
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Our values were defined by asking ALL CARite team members what they valued in our best contributors. Their feedback resulted in a clear set of five values
which are detailed in this presentation.
Our values are referenced every day at CARite. No hiring or promotion decision is made without a clear assessment of behavior relative to our values.
Our values apply to everyone. However, we expect even more from anyone in a position to lead others. As such, we have outlined some additional insights for all
leaders and aspiring leaders on our team.
We do understand that true values are less about what’s written down and more about what’s actually tolerated and rewarded in practice.
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WELCOME
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DETERMINATIONBehaviors We Reward
• You offer solutions, not complaints.
• Your work ethic is inspiring to others.
• You passionately pursue our goals.
• You remain open to ALL feedback ALL the time.
Leaders And Aspiring Leaders
• Don’t ask other people to do things you wouldn’t do.
• Lead by example with your words and actions.
• Coach team members patiently and constructively.
Example Red Line Behaviors
• You consistently whine without offering suggestions.
• You give up easily, on problems and on yourself.
• You say “that’s not my department” a lot.
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Behaviors We Reward
• You practice ownership and self-awareness.
• You deal with conflicts directly and promptly.
• You are nice to people (unconditionally).
• You stand up for people who aren’t present.
Leaders And Aspiring Leaders
• Get behind group decisions once they are made.
• Hold everyone, including yourself, accountable.
• Take time to connect with and truly know your team.
Example Red Line Behaviors
• Mistreating team members or customers.
• Deliberately undermining team members or engaging in ‘politics’.
• Participating in gossip or indirect conflict.
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RESPECT
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Behaviors We Reward
• You demonstrate honesty without compromise.
• You communicate clearly, truthfully, openly.
• You admit mistakes and learn from them.
• You pursue the best ideas, not just your own ideas.
Leaders And Aspiring Leaders
• Understand all policies and apply them fairly.
• Center your decisions around facts, not emotions.
• See leadership as a responsibility, not as a badge.
Example Red Line Behaviors
• You lie or communicate with a lack of transparency.
• You play games to undermine others or further your agenda.
• You let your ego or personal interests drive decisions.
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INTEGRITY
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Behaviors We Reward
• You understand our primary goal to create value.
• You live our values and call out poor behaviors.
• You are fiercely protective of our brand.
• You believe in CARite and share our core principles.
Leaders And Aspiring Leaders
• Communicate openly with your team.
• Master our ‘TEAMS’ framework and develop all-stars.
• Take pride in building successors and future leaders.
Example Red Line Behaviors
• Driving decisions inconsistent with our basic primary goal.
• Doing anything to hurt our brand.
• Tolerating chronic underperformance.
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VISION
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Behaviors We Reward• You show genuine interest in the success of others. • You understand that every interaction matters.• You don’t pre-judge others; you listen first.• When problems arise, you look inward first.
Leaders And Aspiring Leaders• Forgive reasonable mistakes and encourage growth.• Be a supportive coach, taking pride in helping others.• Say thank you for great work.
Example Red Line Behaviors
• Pre-qualifying customers.
• Communicating aggressively.
• Belittling team members.
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EMPATHY
Building All-Star Teams• Leaders are expected to build and develop all-star teams:
“An All-Star team is one where the leader would fight to keep every single member of the team. If the leader would not fight for a given team member, then changes are expected.”
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Leaders are responsible for building All-Star teams. They so this by coaching constantly, and by setting every team member up to do their best work. Ongoing improvements are made through the lens of our
T.E.A.M.S. framework:
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ALL-STAR PEOPLE
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Tools & Processes Expectations Atmosphere Measurement Staffing
• Tools and processes are effective and value-add.• Work is done consistently, regardless of location or individual.• Processes are not created as a workaround for people issues.• Processes are well documented and widely understood.
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ALL-STAR PEOPLE
Leaders are responsible for building All-Star teams. They so this by coaching constantly, and by setting every team member up to do their best work. Ongoing improvements are made through the lens of our
T.E.A.M.S. framework:
Tools & Processes Expectations Atmosphere Measurement Staffing
• The team is clear on what’s expected and is trained accordingly. • When expectations change, leaders communicate why. • Coaching happens constantly, not as an afterthought. • Team members receive objective feedback (formal or informal) often.
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ALL-STAR PEOPLE
Leaders are responsible for building All-Star teams. They so this by coaching constantly, and by setting every team member up to do their best work. Ongoing improvements are made through the lens of our
T.E.A.M.S. framework:
Tools & Processes Expectations Atmosphere Measurement Staffing
• Everyone can say their voice truly matters.• Everyone can say they trust and respect their leaders. • Everyone believes their team members have their back. • Everyone is comfortable providing feedback to help us improve.
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ALL-STAR PEOPLE
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Leaders are responsible for building All-Star teams. They so this by coaching constantly, and by setting every team member up to do their best work. Ongoing improvements are made through the lens of our
T.E.A.M.S. framework:
Tools & Processes Expectations Atmosphere Measurement Staffing
• Every team has a clear set of performance measures.• Every individual can describe their performance objectively.• Everyone understands how their performance impacts CARite goals.• Performance is reviewed on a scheduled basis.
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ALL-STAR PEOPLE
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Leaders are responsible for building All-Star teams. They so this by coaching constantly, and by setting every team member up to do their best work. Ongoing improvements are made through the lens of our
T.E.A.M.S. framework:
Tools & Processes Expectations Atmosphere Measurement Staffing
• All teams are staffed to work effectively and efficiently. • The basic test for adding staff is simply to evaluate the most
important work we’re not getting to. • In teams where the work is more predictable, more formal staffing
models are used. • Team members are organized in a manner that allows leaders enough
time to coach effectively.
We’re never “done” with evaluating and developing our people. Roles change, people change, new hires come on board and sometimes people simply leave to pursue other
career opportunities.
Some things to bear in mind in this regard:
1. We love talent, but we love our values more. If a team member delivers exceptional work but ignores our values, they can’t work here.
2. The bar is particularly high for anyone in a leadership role. Why? Because people tend to quit their boss rather than their job.
3. Everyone should know if their leader would fight to keep them. Formal reviews take place quarterly and informal feedback occurs daily.
4. We treat our alumni with respect. If someone leaves CARite, we want to recognize their positive contributions and handle their departure with respect.
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ALL-STAR PEOPLE
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ALL-STAR PEOPLE
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All workplaces experience conflict. CARite strives to be different in how we address conflict when it does arise. This is particularly important because All-Stars tend to hate dysfunction . . . They’d much rather add value than play politics. So…
1. If you don’t like someone on our team, work to address your differences with them directly (face to face) and timely. Keep discussions objective and open.
2. If that’s unsuccessful, work within the appropriate leadership chain to try to resolve it. Sometimes an unbiased third party can help.
3. If that’s still unsuccessful, be a grown-up and work professionally with them. As long as that person IS working here, you’re expected to support them 100% every day. In other words, even when you don’t see eye-to-eye with a colleague, don’t be a jerk about it.
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ALL-STAR PEOPLE
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We recognize that people will compete with each other. That’s okay. Healthy competition among peers is expected. However, please bear the following in mind…Competition is only
healthy when the outcome is likely to make our Company more valuable:
An example of healthy competition is striving to become the top sales person in your store.
An example of unhealthy competition is striving to ensure a peer does not become the top sales person in your store.
Make sure your motives stay pure and always let your work do the talking.
We like people who are competitive. They want to win. We just like that competitive energy to be focused on our actual competitors, not on our fellow team members. There’s
room for everyone to succeed at CARite.
Develop Talent & Pay Competitively• We don’t have performance reviews, we have
Development Plans. They include a record of actual performance but should be more focused on developing future potential. We can’t change the past, but we can help each other improve. We pay everyone competitively.
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• When it comes to pay we are competitive with the market. We assess pay ranges on an annual basis by reviewing 1) what our current team members make, 2) what we need to pay to attract new team members, and 3) what we see in each local market.
• We expect to see differences in pay based on market conditions at the time of hire, and tenure and performance in the role. Again, we rely on leadership judgment here, but expect everyone to be appropriately placed within the competitive range for their role. Individual placement within a given pay range is assessed on an annual basis.
• We want to pay more for people who help make our business more valuable. In more structured roles, bonus plans are closely aligned with operational work. In support roles, bonus plans are based on overall company performance measures and the individual’s personal performance.
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PAY & PERFORMANCE
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• Every team member has a Development Plan. Each Development Plan should include a simple reference to the top three things the team member can work on to help them perform better.
• Our process for ensuring fairness in Development Plans is simple: We trust each leader to rate their team members fairly and with pure intentions.
• However, we also give every team member a simple appeal process they can use if they feel strongly about their specific situation. In those cases, our HR team can help mediate. This is not a bad thing when it happens (it rarely does).
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PAY & PERFORMANCE
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You Speak Up. We Listen. • We’re still a relatively new organization, so it’s important
that we solicit and act on ideas often. This is why we explicitly ask for feedback from everyone on a quarterly basis. Here’s how we think about prioritizing the ideas we receive…
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Senior leaders promise to listen to what team members say. In return, we ask that everyone simply put some thought into their feedback. So if
you aren’t happy with communication, don’t just say “poor communication”, think about what specifically you would do to improve matters if you were in the driver’s seat. You’ll get a straight answer on
what steps will or will not be taken in every case.
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DISCIPLINED IMPROVEMENT
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• Our challenge is typically to find the best ideas to work on next. Don’t get frustrated if your idea doesn’t get worked on right away. We’ll give you a straight answer on how we’ve selected and prioritized our work.
• Broadly speaking, we follow the below hierarchy when prioritizing work:
1. Compliance. For obvious reasons, we always want to be compliant with all laws and regulations in our work. Since laws and regulations change a lot, we sometimes interrupt existing work to ensure we are on top of things.
2. Improvements. This is (almost) everything else. It includes any work we do to ensure our people have everything they need to be successful each day. It also includes any work we do to refine and enhance our products and services.
3. Growth. This means work associated with driving additional volume at stores, or adding more stores to our network.
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DISCIPLINED IMPROVEMENT
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DISCIPLINED IMPROVEMENT
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In summary:
• We need to be compliant before we work on improvements.
• We need to feel good about how we operate before we grow.
Within these categories (compliance, improvements, growth) we prioritize the work that is likely to add the most value to our business. We balance this primary objective with:
• Availability of key resources.
• Timing (for example, we avoid major process changes during our busiest periods).
• Current work (sometimes it’s tempting to rush into new work before we’ve finished old work – we try to ensure the work we were excited about earlier gets completed effectively).
We often think of ‘projects’ as our biggest drivers of improvement. In reality, the most important improvements are the ones we make within ourselves each day. These improvements are not always about formal training, they are often about
self-awareness and the willingness to learn from those around you.
At a minimum, we encourage you to ask yourself two questions at the end of each day:
Am I proud of what I did today?
How can I do better tomorrow?
You get to identify and prioritize this work yourself. Have the discipline to do this every day.
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DISCIPLINED IMPROVEMENT
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DRIVE helps Make Work More Rewarding. • Our primary goal at CARite is simply to build a valuable
business. However, we recognize that work forms a huge part of our everyday lives. As such, we share an enormous responsibility to make work rewarding, supportive and engaging for each other every day. Our DRIVE values help us see how we can do this.
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Our DRIVE values were created by our team members for our team members. As CARite grows, we want to fill our organization
with all-star talent committed to these five values.
We take our hiring and coaching work very seriously. We know that everything is easier with all-star talent. We want the best people and we want to see them well positioned to do amazing work.
We develop our people and we protect our culture. We deal with conflicts in a healthy manner. Remember, we love talent but we
still love our values more.
SUMMARY
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We shy away from traditional performance management (keeping score) here. It may be a subtle difference, but we want the conversation focused
on how each team member can do better going forward. We can’t change the past, but we can always help each other perform better as we
move forward.
We will relentlessly pursue ideas to improve our Company. We can’t do that without listening to well-thought out feedback and ideas. Everyone has a role here. Leadership will always be transparent about what we’re
working on and why.
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Improvements in how we work often occur through projects. However, self-improvement is a more powerful
concept that we encourage all team members to embrace.
Learn from those around you, find your mentors, and challenge yourself to do better every day.
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Am I proud of what I did today?
How can I do better tomorrow?
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Thank You!
You can learn more at:
Carite.com/careers
SUMMARY
welcome
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