S T A N P H E L P SE X P E R I E N C E A R C H I T E C T

BEYOND DOLLARS: 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT & REINFORCE CULTURE

W H A T ’ S Y O U R

G R E E N GOLDFISH

BOOK PREVIEW

"Stan is the sherpa that guides executives along the journey between the heart and mind of business stakeholders. At a time when company vision and culture matters more than ever, it takes inspired and engaged employees to bring them to life."

- Brian Solis, author of What's the Future of Business #WTF,

The End of Business as Usual and Engage!

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(link on Slide 42)

FOREWORD

“If you’re looking for ways to inspire your employees to love your company, and if you’re smart enough to realize that money can’t buy you love, then you need real-life, uber-successful examples from real-life, uber-profitable companies. Look no farther! In your hands, you’ve got examples from hundreds and hundreds of companies.”

- Ted Coiné, author of Five Star Customer Service and Spoil ‘Em Rotten!

INTRODUCTION

The Challenge:How can you Reinforce A

Strong Corporate Culture,Improve Employee Engagement

+ Drive Positive WoM with one effort?

The Idea:The Simple Premise That

Employees come First And “Happy Employees Create

Happy Customers”

Giv

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“Engaged organizations grew profits as much as 3 x faster than their competitors.”(Source: Corporate Leadership Council)

A Solution that Sticks

Green Goldfish is about Differentiation via Added Value

Giving Little Unexpected Extras Drive Employee Engagement and Reinforce a Strong Culture

The book is based upon research conducted for the Green Goldfish Project. The Project crowd sourced 1,001 examples of companies that provided signature extras for employees.

http://list.ly/list/1OE-green-goldfish-project

Where’s The Happiest Place to Work in America?

Google was crowned the "Happiest Company in America." The rankings were based on 100,000+ worker-generated reviews spanning over 10,000 companies. (CareerBliss 2011)

PROLOGUE

Dropping the Hammer on Why?

“My father’s father worked in the Chevy plant in Flint, Michigan. He was an assembly line worker...My Grandpa used to carry an "Alley Oop" hammer – a heavy iron pipe with a hunk of lead melted on the end. The workers made them during the sit-down strikes to protect themselves. When I was growing up, we used that hammer whenever we needed to pound a stake or something into the ground. It is wonderful that most people don’t need to carry a heavy blunt object for protection anymore. But just in case, I have it here." (YouTube 2009)

But maybe there’s another reason. Here is a quote from Page's Commencement Address at the U. of Michigan:

According to CEO Larry Page, “I believe in a world of abundance, and in that world, many of our employees don’t have to work, they’re pretty wealthy and they could probably go years without working. Why are they working? They’re working because they like doing something, they believe in what they’re doing.” (NY Times)

Houston, We Have a Problem69% of US employees are either "not engaged" or "actively disengaged"

(Source: Gallup)

PREFACE

The Amsterdam WindowCanal house windows in Amsterdam are immense. They are a throwback to the modest Calvinist period when subtle expressions of wealth, such as being able to afford to pay the highest window tax, were favored by the rich.

While visiting Amsterdam, Vineet Nayar, CEO of HCL Technologies, pointed to windows and asked his friend, “Why so large?” The friend mentioned all the obvious reasons like letting in light and enjoying the view of the canal, but then offered a much more interesting answer... “It keeps the house clean.” It turns out that the bigger your windows, the more glass you have, the more visible your dirt will be - to you and to everyone who visits or passes by.

In Vineet's words,

“If you can see the dirt, you will be much more likely to get rid of it. A transparent house has a dramatic effect on the culture inside.”

(Source: Employees First, Customers Second)

CHAPTER 1 EMPLOYEE FIRSTCulture trumps strategy and principles beat rules. The entire premise of What’s Your Green Goldfish is that employees must come first. Employee experience should be priority Numero Uno. Companies need to empower and create an open environment.

A Foundation For Retention

CHAPTER 2

“When I started the agency, my goal was not to be the biggest or to have the best clients. It was simply to become the best agency to work for. I knew if we were the best agency to work for, we would then attract the best people. And that if we retained the best people, the best clients will follow.”

- Tom Coyne

Why a Green Goldfish?

CHAPTER 3

Why Green?!Green is a color associated with the birthplace of lagniappe . . .

New Orleans.

It’s one of the three official colors of Mardi Gras

Definition of Lagniappe‘The Additional Gift’

lagniappe (lãn-yãp’)

Chiefly Southern Louisiana (c.1844)

1. noun. a small gift presented by a

storeowner to a customer with purchase

2. noun. an extra or unexpected gift or benefit.

CHAPTER 4

The chef takes a look at what’s lying around in the kitchen and throws it all into a pot. There are five main ingredients for making a Green Goldfish or if you are fan of acronyms . . . R.U.L.E.S:

R elevant

U nexpected

L imited

E xpression

S ticky

Lagniappe is like a good Jambalaya

CHAPTER 6

Relevant 1. the item or benefit should be of value to the recipient 2. make sure that the item or service is a true benefit

Lagniappe is like a good Jambalaya

Relevant

Unexpected 1. the extra benefit or gift should be a surprise2. think “surprise + delight” or “branded act of kindness”

CHAPTER 7

Limited 1. if it’s a small token or gift, try to select something that’s rare or hard to find 2. make sure it’s unique to your business, think “signature”

Relevant

Unexpected

CHAPTER 8

Expression1. many times it comes down to the gesture2. “how” it is given, as opposed to “what” is given3. the small gift or extra is an expression and communicates that you care

Relevant

Unexpected

Limited

CHAPTER 9

Sticky 1. is it water cooler material? 2. is it memorable enough that the person will want to share their experience by telling a friend or three thousand?

Relevant

Unexpected

Limited

Expression

CHAPTER 10

9 INCH Journey to the Heart 1” - Recruiting,Onboarding and F&B

2” - Shelter and Transparency

3” - Wellness, Time Away and

Modern Family

{BASICS

CHAPTER 12

1” - Recruiting

FBNA is an acronym for "Free Beer, No A--holes." It is the pseudo tagline for marketing agency Ryan Partnership and an unofficial mantra for many others. Some like the Australian software company Atlassian make it a hiring requirement. The company has a recipe for selecting potential hires called the “beer test” according to co-founder Mike Cannon-Brookes, “I ask myself would I find it interesting to have a beer with this job applicant?”

1” - ONBOARDING

"The way you manage the transition of somebody into your culture speaks volumes about the culture to the person coming in”

Asana (#143) minimizes chores for new hires. They set up their desk / computer in advance and provide $10K for further customization.

1” - Food & Beverage

SAS Institute (#437) – “You have two choices. You can spend money on employees or headhunters and training, and it's about the same amount of money. So why not spend it on the employees?" - SAS Institute Founder Dr. James Goodnight

2” - Shelter

Tip: Kitchens are Key

CHAPTER 13

Kayak.com (#64) has an open office environment.

2” - Transparency

Atlassian (#47) embraces transparency wherever at all practical, and sometimes where impractical. All information, both internal and external, is public by default.

Of seventy-five possible drivers of engagement the ONE that was rated as the most important was the extent to which employees believed that their senior management had a sincere interest in their well‐being.

Rule #1 of 5 Core Values: Open Company, No Bullsh*t

3” - Wellness

Reebok (#4) - This benefit reinforces the company’s new mission: to get consumers moving. Participants at HQ lost over 4,000 pounds collectively during its first year.

CHAPTER 14

3” - Time Away

Full Contact API (#19) - "One, you actually have to take a vacation to get the money (a full week gets a payout of $7,500). Two, you have to disconnect from work, so that means no calls, no emails, no tweets and no work of any kind."

3” - Modern Family

Aetna Life & Casualty Co. (#68) reduced resignations of new mothers by 50 percent by extending its unpaid parental leave policy to six months, saving the company one million dollars a year in training, recruiting and hiring expenses.

9 INCH Journey to the Heart 1” - Recruiting,Onboarding and F&B

2” - Shelter and Transparency

3” - Wellness, Time Away and Modern Family

4” - Team Building and Collaboration

5” - Attaboys and Attagirls

6” - Flexibility and Control

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BASICS

BELONGING

4” - Team Building

Snagajob (#62), the Culture Squad organizes the annual Office Olympics, during which employees [Snaggers] are divided into competing nations—and dress the part.

CHAPTER 15

5” - Attaboys & Attagirls

“YOU MATTER. These two words can change your mood, change your mind, and have the power to change lives and the world if we understand and leverage them in the right way.” (Source: Angela Maiers, TED Talk June 2011)

43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement. (Source: Towers Watson)

CHAPTER 16

Campbell Soup (#21) - Doug Conant wrote 30,000 handwritten notes during his tenure as CEO at Campbell’s.A recent study reported that Fifty-seven percent of respondents indicated that the most meaningful recognition was free. Just look at some of these quotes to judge the impact:

“I received a hand written thank you in the mail from my manager and my CEO. I smiled like an idiot." - Bill A."I got a bonus with a handwritten note. I read the note several times; even took a picture of it. Bonus was good, too but no picture." - David H.

Take Note: The Best Things in Life are Free

6” - Flexibility

BEST BUY (#13) - The goal at Best Buy is to judge performance on output instead of hours. The program aims to weed out "presenteeism": employees warming their chairs all day but not getting much done. There are no schedules, no mandatory meetings.

[R.I.P. - Hubert Joly abolished ROWE at Best Buy on 3/4/13]

CHAPTER 17

9 INCH Journey to the Heart

1” - Recruiting,Onboarding and F&B

2” - Shelter and Transparency

3” - Wellness, Time Away and Modern Family

4” - Team Building and Collaboration

5” - Attaboys and Attagirls

6” - Flexibility and Control

7” - Training and Retirement

8” - Giving Back and Paying it Forward

9” - Empowering Dreams and Goals

{{{

BASICS

BELONGING

BUILDING

STAT: 75% of people voluntarily leaving jobs don't quit their jobs; they quit their bosses. (Source: Roger Herman)

Evernote #83 - Lessons from a Trident nuclear submarine. As an officer, you have to know how to do everyone else’s job. At Evernote, employees can opt to be part of officer training. They then get scheduled into 1 or 2 meetings a week to learn about different parts of the company.

7” - Training CHAPTER 18

7” - Retirement and the Afterlife

Google (#40) - Should a U.S. Googler pass away while under the employ of the search giant, their surviving spouse or domestic partner will receive a check for 50% of their salary every year for the next decade.

8” - Paying it Forward

Hewlett Packard (#52) empowers employees to make a difference and give back. Let's do the math: 4 hours per month x 300,000 employees = 1,200,000 hours of HP social impact.

CHAPTER 19

9” - Empowerment

3M (#53) launched the 15 percent program in 1948. After forty plus years in the red taught 3M a key lesson: Innovate or Die, an ethos the company has carried dutifully into the 21st century.

CHAPTER 20

Don’t Think Trojan Horse

Here is a great analysis by Peter Fryar on the concept of Trojan Mice [Goldfish]:

Much change is of the “Trojan horse” variety. The planned changes are presented at a grand event (the Trojan Horse) amid much loud music, bright lights and dry ice. More often than not, however, a few weeks later the organization will have settled back into its usual ways and rejected much of the change. This is usually because the change was too great to be properly understood and owned by the workforce.

Trojan mice [Green Goldfish], on the other hand, are small, well focused changes, which are introduced on an ongoing basis in an inconspicuous way. They are small enough to be understood and owned by all concerned but their effects can be far-reaching. Collectively a few Trojan mice [Green Goldfish] will change more than one Trojan horse ever could.

Start Small

Examples are Great, But...

Ideate, test, implement and measure. Rinse, repeat

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About the Author

phone: +1.919.360.4702

Experience Architect Stan Phelps is an “experience architect”, author, professor and popular keynote speaker. He believes that marketing must focus on differentiation to win the hearts of both employees and customers. Stan motivates audiences with his insatiable desire to create meaningful change in marketing. Having collected over 2,000 examples of purple and green goldfish, he’s fluent in illustrating complex business concepts, communicating in ways that resonate, provoking creative thought and innovation.

Driven by client objectives and inspired by bold vision, Stan works with clients to create keynotes, breakout sessions and workshops that are memorable and on brand, inspiring businesses to become talkable by design.

The result: programs that win BIG.

Stan received a BS in marketing from Marist College, a JD/MBA from Villanova University and a Certificate in Achieving Breakthrough Service from Harvard Business School. He lives in Cary, NC with his wife Jennifer, their two boys Thomas & James, a Glen of Imaal Terrier named MacMurphy and rescued black cat named Rudy.

e-mail: stan@9inchmarketing.com

STAN PHELPS

url: 9inchmarketing.com

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