How to Build an Authentic, Winning Culture

January 19, 2016

Presenter

Ann RhoadesHR Leader and Author, Built on Values

We shall seek what is beyond good and great- Robert Cooper, PhD.-

“A strong culture can help or hurt performance. Culture can account for up to half of the difference in operating profit between two organizations in the same business. Shaping a culture is one of a leader’s most important jobs; it can be ignored, but only for so long and at one’s peril.”

“A company’s culture is even more important than its leadership, according to a deloitte survey of 3,300 executives. A true culture of caring goes beyond perks and includes daily behavior.”

Hiring “A”Players

Continuous Discipline (CI)

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ValuesBlueprint R

ValuesBlueprint R

• Begin the Conversation• Select a Values Workout Team• Performing the Values Workout• Publish the “First Draft” of Your

Values with behaviors• Publish Your Values BluePrint®

and Take it on the Road• Create a Company-wide

Implementation Plan and Timeline

Values BluePrint®

We show respect to our customers, team members, andpartners by valuing their time, addressing their challenges, ideas in order to deliver world-class service.

We create legendary talesof adventure.

We communicate to empower.

We lead passionately and revile mediocrity.

We are what we say we are, and we do what we say we'll do.

Company Values

Fire Wow Rally Genuine Honorable

Fire in the belly to change the game

Delight the customer Everyone is a leader Everyone sweeps the floors

Do the right thing

Mission-driven:works for more than a paycheck

High-standards:goes above and beyond to deliver the unexpected

Inspirational:rallies the team, rallies for the team

Caring:stops to help others; doesn't just walk by

Customer-first:always puts the customer's interests first

Take-charge:acts like an owner, regardless of title

Captivating:makes it beautiful

Curious:digs into root causes; attacks the disease not the symptom

Humble:never says "I," admits mistakes

Transparent:tells the truth regardless of consequences

Unstoppable:finishes the job; 99% done is half-done

Fun:makes people smile

Fearless:bets big, tinkers constantly, fails fast, measures results

Balanced:sets and respects boundaries to stay happy and healthy

Respectful:treats everyone with respect

Resourceful:makes more with less

Values

Dear Crewmembers – Safety has been JetBlue’s #1 value since long before our first flight. Although our business has evolved considerably over the years, our commitment to safety remains our most important priority as we mark our 15th anniversary. This spring, to help us maintain and improve our culture of safety, we’re rolling out JetBlue’s new, industry-leading Safety Policy, a major component of our overall Safety Management System (or SMS). SMS is a lot more than another airline acronym. Also, “system” in this sense isn’t a computer tool but rather a fresh approach we’ll take to proactively identify and mitigate risks before they have the chance to become incidents or accidents. Primarily, this means shifting our methods from being reactive to safety issues to encouraging more reporting and using your feedback to be more predictive – averting risk and increasing safety. The Federal Aviation Administration (FAA) has mandated that all U.S. commercial airlines have a Safety Management System (SMS) in place by 2018. We are enthusiastic about this opportunity to fortify our safety culture. We are well ahead of the regulatory deadline and, in fact, have created the first plan of its kind here in the U.S., one we believe will be a model for our industry. So what’s changing? Reporting your safety concerns has always been an important part of JetBlue's safety fabric. Our new safety policy encourages you to do more of it, and improves on how we use that information. We have already established Flight Ops, Inflight, Tech Ops, SOC and Airports risk working groups, as well as a high-level Safety Review Board, that I personally chair to make sure safety issues are properly evaluated. Together with our Safety Department, these teams will see that the information we receive when you submit a Safety Action Report is accounted for and promptly reviewed. You are the eyes and ears of our operation and action on your feedback ultimately determines the strength of our safety culture. Of course, none of this can happen unless we all feel empowered to report potential safety risks or operational hazards and know we won’t face reprisal for the mere act of reporting (even reporting a mistake you may have made). We’re all human and mistakes happen. Be mindful that safety-related mistakes could indicate larger issues within JetBlue that we simply must address – that’s why reporting is so valuable. On the flip side of the coin, there’s a big difference between human error and intentional reckless behavior which threatens safety – we have zero tolerance for that. In the coming weeks and months you’ll hear a lot more about how SMS will affect you. For now, keep doing what you’re doing – make sure to submit any safety concerns through a Safety Action Report in our JEMS Portal. This report is a confidential safety report available to all Crewmembers. The Safety Department and your workgroup leaders will keep you updated as we roll out new processes and procedures for safety reporting. Keeping each other, our Customers, and our assets safe is truly a team effort – and the most critical responsibility we have as Crewmembers. Best wishes –

ValuesBlueprint R Hiring “A”Players

GIVE ME AN EXAMPLE OFHOW YOU CARED FOR ACHALLENGING PATIENT.

GIVE ME AN EXAMPLE OF A TIME YOU KNEW BY TELLING THE TRUTHYOU WOULD BE JEOPARDIZING YOUR JOB.

“A” players’ behavior

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the values of

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IT’S ALL ABOUT ACCOUNTABILITY!

Individualized Treatment

Treat fairly not equally

Mark Christensen has appreciated you with an O.C. Tanner eButton

I am sure Ann and the entire PeopleInk Team share my

sentiments when I let you know that you are the "Smartest Cookie" in the bunch! Thanks for all you do

to make us shine! Visit octanner.com to learn more.

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ValuesBlueprintHiring “A”Players

Both Kelleher, SWA and Lewis, Progressive Insurance, like all the 10Xers we studied, were nonconformists in the best sense. They started with values, purpose, long-term goals, and severe performance standards; and they had the fanatic discipline to adhere to them.

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ValuesBlueprint

Continuous Discipline (CI)

ELEVEN

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Q & A

After this webinar, you can join Ann Rhoades in the O.C. Tanner Institute’s Great Work Community to ask additional questions. If you are not already a community member, please go to www.greatworkcommunity.com and click “not a member?” to register for the community. Once your registration is completed, you will be able to post questions for Ann, and explore all of the resources available in the O.C. Tanner Institute’s Great Work Community!

Thank you for attending!

How to Build an Authentic, Winning Culture