Built on Values E-Book

Ann Rhoades

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 330

Veröffentlichungsjahr: 2010

Beschreibung

Most leaders know that a winning, engaged culture is the key to attracting top talent--and customers. Yet, it remains elusive how exactly to create this ideal workplace --one where everyone from the front lines to the board room knows the company's values and feels comfortable and empowered to act on them. Based on Ann Rhoades' years of experience with JetBlue, Southwest, and other companies known for their trailblazing corporate cultures, Built on Values reveals exactly how leaders can create winning environments that allow their employees and their companies to thrive. Companies that create or improve values-based cultures can become higher performers, both in customer and employee satisfaction and financial return, as proven by Rhoades' work with JetBlue, Southwest Airlines, Disney, Loma Linda University Hospitals, Doubletree Hotels, Juniper Networks, and P.F. Chang's China Bistros. Built on Values provides a clear blueprint for how to accomplish culture change, showing: * How to exceed the expectations of employees and customers * How to develop a Values Blueprint tailored to your organization's goals and put it into action * Why it's essential to hire, fire, and reward people based on values alone, and * How to establish a discipline for sustaining a values-centric culture Built on Values helps companies get on the pathway to greatness by showing the exact steps for either curing an ailing company culture or creating a new one from scratch.

Leseprobe

CONTENTS

Foreword

Introduction

When Should You Consider a Culture Change?

Beginning the Process of Change

Attract the A Players

Six Principles for Creating a Values-Rich Culture

Who Needs Values?

Chapter 1: Is a Values-Based Culture Worth the Effort?

Does Your Company Need a Culture Change?

Culture by Design

Hiring by Design

A Blueprint for Values

Leaders Drive Culture

The Circle of Excellence

Chapter 2: “So How’s That Working for You?”: Uncover Your Company’s True Values

The Culture Gap: Measuring Your Current Culture

Understanding Your “Is State”

The Role of Leaders in Changing Culture

Chapter 3: Craft Your Values Blueprint: The Foundation of Everything

The Keys to Culture Change: The Values Team and Values Workout

Chapter 4: Fill Your Company with A Players: A Values-Based Way to Hire

Values Hiring Is a Strategic Business Responsibility

Creating a New Way to Hire Only A Players

The Benefits of Owning the New Hiring Mission

Chapter 5: Let Your Employees Impress You: Implement a Value-Centered Metrics System

Use Metrics to Make Values Real

Onboarding the Values

Base Decisions on the Evidence, Not Your Gut

Chapter 6: Reward Culture Change: Values as a Competitive Advantage

Peer Reviews Make a Difference

Base Total Rewards on Values

Pay, Promote, and Terminate Based on Performance

A Creative Approach to Benefits

The Cost of Rewarding Behavior

Chapter 7: Astonish Your Employees: Inspire Culture Change from the C-Suite

Give the Gift of Time

Make Giving Feedback Easy

Live the Values, Tell the Stories

Celebrate Success

Do the Small Things Right

Reward the Values in the C-Suite

Never Lose an A Player

Chapter 8: Reinforce Your Values Culture: Be Excessive About Communication

Communicate Up, Down, and Backwards

Values Rebranding

Give Authority to Communicate the Values to Customers, then Ask for Success Stories

Ask, then Ask Again

Chapter 9: Continuous Discipline: Create a Plan for Culture Maintenance

Continuous Discipline for Continuous Improvement

Strategic Leadership Development and Succession Planning

The Story of Successful Culture Change

Leader’s Toolbox

Notes

References

Acknowledgments

About the Authors

Index

Copyright © 2011 by Ann Rhoades and Nancy Shepherdson. All rights reserved.

Published by Jossey-Bass

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Rhoades, Ann, 1944-

Built on values : creating an enviable culture that outperforms the competition / Ann Rhoades with Nancy Shepherdson.

p. cm.

Includes bibliographical references and index.

ISBN 978-0-470-90192-2 (hardback), 978-0-470-94990-0 (ebk), 978-0-470-94989-4 (ebk), 978-0-470-94988-7 (ebk)

1. Corporate culture—Case studies. 2. Success in business—Case studies. 3. Values—Case studies. I. Shepherdson, Nancy, 1955- II. Title.

HD58.7.R524 2011

658.4'063—dc22

2010043039

FOREWORD

By Stephen R. Covey

author of The 8th Habit: From Effectiveness to Greatness

I have believed in what Ann Rhoades is doing since we met at a conference where we were both speaking years ago. We both heard echoes of our beliefs in the other’s words, a belief that people matter and can be inspired to do great things. What Ann Rhoades has done with this book, producing a blueprint for values-based cultural transformation, meshes completely with those ideas. In order to be successful in a volatile world, you must unleash the goodwill and creativity of your people. You must organize your culture in a way that will help your people achieve great things without constant supervision from above. Set this up right, and people will astonish you regularly with their great ideas and ability to take your organization to a higher level.

Built on Values shows exactly how to organize your culture to make that happen. It is a practical guidebook for transforming an entire organization or just your little corner of the world into a place of caring and passion. Ann’s Values Blueprint process shows a clear pathway to harness the best impulses of your people to accomplish a wholesale transformation of the way you do business. By aligning all of your processes—hiring, rewarding, leadership, metrics, communication—with values that are meaningful and profound for your people, you can reinforce the idea that your people matter and their actions matter. The productivity that will be unleashed is likely to be nothing short of astonishing.

We have rarely witnessed more corporate leadership failures than we have over the past few years. Debacles in the financial industry, an oil spill in the Gulf, auto industry bankruptcies, and more have put corporate leaders on public display in an almost unprecedented way. And, for the most part, the ones who have failed so publicly have demonstrated, perhaps without intending to, that they have very little moral authority at all and few real values beyond making boatloads of money. Once trouble hits, these organizations are revealed to be among the most fragile and least able to respond nimbly. Their employees and customers simply don’t care enough about the continued success of the company to do anything to help as it circles the drain—they may even be actively rooting for its demise. For every one of these failed or critically ill companies, when you look for any correlation between their stated values and their behaviors you will, almost always, find that there is none.

Companies that have significant misalignments between their values and their behavior are all too common, even when the consequences do not make headlines. A company may, for instance, claim to honor the value of cooperation and then set up compensation systems that encourage competition. By their actions and decisions, leaders create a culture, and culture always trumps any strategy you try to implement. To inspire top performance, your organization’s strategy needs to be aligned with values that are meaningful for your customers and employees. Values need to be incorporated into the “operating instructions” of organizations—that is, into the day-to-day behaviors of its employees and its leaders. You can’t just declare your values and hope that people will understand what to do with them. It is absolutely essential that you make values come alive for employees if you want them to change their behavior in ways that reflect those values. In other words, if you want to inspire employees to care about the company’s performance, you must tie values and behavior to a few compelling metrics in the company and in their own teams. Simple scorecards showing how these metrics can be moved in response to individual effort are some of the most powerful tools in a leader’s arsenal.

Unfortunately, most companies handle metrics by allowing only the leaders to see the important numbers. Concentrating everything in the hands of leaders gives them both too much control and too little ability to execute their strategies through the efforts of enthusiastic employees. Your employees need to see what the score is every week. They need to know how the company is doing, so that they can celebrate wins or help change things if they aren’t working. The team and the individual need to know that they, not the boss, are responsible for beating the metrics. This is exactly what Ann Rhoades has been promoting for years.

I hope that Ann’s book convinces leaders that the possibility of success lies in creating a shared vision in their people, based on values and reinforced by hiring, training, and rewards. As the economy recovers, it is time to get this message out so that companies can rebuild their businesses on a stronger foundation. In Built on Values, Ann Rhoades presents a systematic method for integrating values and values-based behavior into the daily life of everyone in the organization. Trust is the new leadership competency for the global economy, but trust cannot be forced. It must be earned.

Ann’s model allows leaders to prove that they deserve that trust, by setting and upholding strong moral authority and inspiring values. Paradoxically, leaders gain authority and trust by giving authority away. The beauty of this book is that it shows exactly how to build a culture in which everyone (including the leader) feels listened to, respected, and valued. From the janitor to the executive suite, that’s exactly what people need in order to perform beyond everyone’s expectations.

INTRODUCTION: LAUNCHING A CULTURE CHANGE THE RIGHT WAY

It’s not hard to understand why a company needs a culture that will encourage employees to treat customers well. Trouble is, nobody wants to tell you the “secret” of how to do that because then you might become a more formidable competitor. But I would like nothing better than to see a world filled with companies that have a positive, customer-oriented culture—so I’m going to let you in on those secrets and show you the exact steps for curing an ailing culture or creating a new one from scratch.

During my career I have been instrumental in helping create the high-performing cultures at some of the most admired companies in America: JetBlue, Southwest Airlines, Doubletree Hotels, P.F. Chang’s China Bistros, Juniper Networks, Loma Linda University Medical Center, and many more. What I have learned from working with those companies is a simple truth: There is no “right” culture; there is only right fit. Defining the right fit is a process of determining what values are important to your organization’s success and committing to them. You must then develop a plan for how people should behave based on those values and put it into practice throughout your organization. The most critical element, of course, is then helping your people adopt those behaviors and live those values, every day.

If you look at the behavior of leaders, you can tell what the values of a company really are. And all too often, those lived values bear almost no resemblance to the stated values—those painted on the walls or sanctified in a mission statement. Many leaders want to believe that all they need to do is proclaim a set of values and culture will magically change—but that does nothing to retool the actual values that control day-to-day actions on the front line. Changing those “inherent” values takes considerably more effort and cannot be accomplished by any leader or set of executives acting alone.