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Slides used for 12-10-10 presentation to the executive leadership team of Porsche Cars North America in Atlanta by Values Coach CEO Joe Tye.
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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.
I make my living as a
consultant, but I earn
my keep as an…
Insultant!David Corbin, author of Illuminate:
The Positive Power of Negative
Thinking
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
Engaged: Spark Plugs
Not Engaged: Zombies
Disengaged: Vampires
At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Business Review, October 2010
What’s wrong with this picture?
Soft really
is hard!
1982
So why, 30
years later, have
so few
companies
gotten the
message?
“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
The journey from mere
Accountabilit
y to a culture of
Ownership
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.
You cannot hold people
“accountable” for the
things that really
matter.
Nobody ever
checks the oil in a
rental car!
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.
Cultural ownership is of the heart, not of the
wallet
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“We have hundreds if not thousands of examples…” 522,963
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
Joe’s corollary
Marketing in the future:
a fired up employee
with two networks.
The “Empowerment” Conundrum
Who Owns Left Field?
You can’t always choose who
you have on the bus
You can’t just throw all the
“wrong” people off the bus
You can create a bus that
everyone wants to ride
Bean
Cou
nte
rPo
et
Emotional intelligence (right
brain) is more important to
your personal and
professional success than
intellectual and technical
knowledge (left brain)
Managemen
t is a job
description
Leadership
is a
life
decision
And in today’s world we need
leaders in every corner – not just
in the corner office
Left Brain Counts
Right
Brain
Creates
Assets or resources?
Rules
Values
Plans
Inspires
Measured
Seen
A Given
A Choic
e
Inert
Contagious
Process
Attitude
What you do
Who you are
Boring!
Chaos!
It’s not
accountability (left
brain) OR ownership
(right brain).
It’s how we
interrelate the two
to create a whole
brain culture.
What do you get when
you break the word
“assume” down into its
constituent components?
Faulty Assumption #1
You can’t teach people
values – if they didn’t
learn in kindergarten,
it’s too late.
Culture is a given –
especially in the short
term you cannot
transform it.
Faulty Assumption #2
You can “empower”
people without them
having doing the work
of self-empowerment.
Faulty Assumption #3
What can’t be
measured won’t get
done.
Faulty Assumption #4
Let’s watch as the
word “assumption”
gets deconstructed
(along with those
who made the
assumption)
The “Invisible
Architecture” of
an organization“Invisible Architecture” is a trademark of Values Coach Inc.
Invisible Architecture™ is more
important than bricks &
mortar
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
Core Values are the
Foundation
Built
to Last
Core values
define what you
stand for and
what
you won’t
stand for
“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.”
One half the turnover
Double the productivity
Highest customer
satisfaction
The 9/12
difference
The single most
important thing I
have learned in 16
years with Values
Coach
Values are
Skills
We call our graduates “Spark Plugs”
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
Corporate culture is the superstructure
Culture is to the organization
what personality and
character are to the
individual.
Culture Eats Strategy for Lunch!
“I came to see, in my
decade at IBM, that
culture isn’t just one
aspect of the game –
it is the game.”
Cultural Toughness
“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
Optimism is
a learnable
skill*
* Martin Seligman:
Learned Optimism
Shawneen Buckley of Saint Francis Hospital
and Health Center in Poughkeepsie, New
York
Emotional attitude is the interior décor
Emotional attitude is
defined by what you
expect and by what you
tolerate*
*to permit is to promote
You cannot have a culture
of ownership in an
organization where the
emotional climate
is dominated by Emotional
Vampires.
Toxic emotional
negativity (T.E.N.) is the
emotional and spiritual
equivalent of cigarette
smoke.
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
The other
BMW Club
Building a
Culture of
Ownershi
p122
A Mission
that Inspires
124
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.
The most memorable Coke ads barely mention fizzy brown sugar water.
Kids today!
Supportive
Structure and
Process129
130
Foundation
of Values
133
“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.
Trust is
Expected
and Earned 139
Lack of trust is
like a tax that
makes
everything cost
more and take
longer.
“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
Strategic Use
of Stories
145
And now, a motivational word
from your manager…
Individual
Creativity
and
Ingenuity150
152
Can you
imagine life
without Post-It
Notes?
There is always risk when
you try to get out of the
box
“Buckle up! It makes it harder
for the aliens to suck you out
of your car.”
The certainty of misery or
the misery of uncertainty
Falling on your face is
good for your head (fail
early, fail often, fail
small).
Pride and
Partnership
157
How do you answer the
universal icebreaker
question?
What do you do?
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.
What could be more boring than
industrial ventilation systems?
