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Instilling values requires more than writing on the wall. by Ann Rhoades Just by looking at the behavior of leaders, you can tell what the
Congratulations to Juniper Networks for making the list of World’s Most Ethical Companies for 2011. We are very pleased that one of our former clients
Overdrive: How integral is a company’s culture to its overall success and profitability? AnnR: Every company has a culture, but a negative culture – where employees feel used up and spit out – works against your ability to succeed and make profit. You need a positive culture that empowers people to outperform the competition.
But it isn’t enough just to hire “A” players. You must continually exceed the expectations of your people and re-recruit them every day. Don’t make the mistake of failing to recognize or spend time with “A” players. Leaders often assume “A” players don’t require attention.
Creating a Values Blueprint is an important part of the process and includes establishing a set of behaviors for each value. The Values Blueprint then provides a foundation for hiring, rewarding, recognizing, and managing the performance of employees.
Leading a corporate culture based on values is easier said than done. The most successful organizations today have leaders who understand that they are responsible for the cultures of the organizations. They understand that the success of the organization depends completely upon the people. And they understand that success is about creating a place where people are inspired to perform at their highest levels.
Zappos is a great example of “Off the Wall Leadership.” Building and maintaining the culture you want may be easier said than done. If it were easy, more companies would be doing it successfully. It takes a focus on core values, leadership, and a commitment to institutionalizing the desired behaviors.
Congratulations, JetBlue, for your commitment to getting the right results the right way! The People Ink team is privileged and blessed to have worked with Dave Barger, JetBlue CEO, and his team to develop a values-centric model for creating a unique culture. The model is simple, but difficult to execute, because it requires a commitment to a set of core values and associated behaviors.
When Herb Kelleher, former CEO of Southwest Airlines, was asked about the unique Southwest culture, he simply replied, “Culture is what people do when no one is
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