In Great Company
Page 21
14. Sim B.Sitkin, C. Chet Miller, and Kelly E. See, “The Stretch Goal Paradox,” Harvard Business Review, January 2017, https://hbr.org/2017/01/the-stretch-goal-paradox.
15. Unless otherwise noted, in this chapter all quotes and paraphrased material attributed to James Citrin are from my interview with Citrin on March 7, 2018.
16. Kavita Kumar, “Best Buy Moves from Renew Blue Turnaround to Growth Phase.” Star Tribune, March 4, 2017, http://www.startribune.com/best-buy-moves-from-renew-blue-turnaround-to-growth-phase/415357004/.
17. Bill Taylor, “How WD-40 Created a Learning-Obsessed Company Culture,” Harvard Business Review, September 16, 2016, https://hbr.org/2016/09/how-wd-40-created-a-learning-obsessed-company-culture.
18. Best Buy, Renew Blue, November 12, 2012, p. 28, https://corporate.bestbuy.com/wp-content/uploads/BestBuy_Web_FINAL.pdf.
19. Unless otherwise noted, in this chapter all quotes and paraphrased material attributed to Tom Kolditz are from my interview with Kolditz on March 28, 2018.
20. Kris Duggan, “Six Companies That Are Redefining Performance Management,” Fast Company, December 15, 2015, https://www.fastcompany.com/3054547/six-companies-that-are-redefining-performance-management.
21. John Doerr, “When John Doerr Brought a ‘Gift’ to Google’s Founders,” Wired, April 24, 2018, https://www.wired.com/story/when-john-doerr-brought-a-gift-to-googles-founders/; and John Doerr, Measure What Matters, Portfolio Penguin, New York, 2018.
22. Josh Bersin, “Becoming Irresistible: A New Model for Employee Engagement,” Deloitte Insights, January 26, 2015, https://www2.deloitte.com/insights/us/en/deloitte-review/issue-16/employee-engagement-strategies.html#endnote-44.
23. Eric Fink of Jazz Pharmaceuticals, interview with the author on September 8. 2017.
24. Visa, “Client Story: Visa University,” Watershed, https://www.watershedlrs.com/visa-university-client-story.
25. John Donovan and Cathy Benko, “AT&T’s Talent Overhaul,” Harvard Business Review, October 2016, https://hbr.org/2016/10/atts-talent-overhaul.
26. Ritz-Carlton, “The Upside of Daily Line-up,” Ritz-Carlton Leadership Center blog, December 3, 2014, http://ritzcarltonleadershipcenter.com/2014/12/upside-daily-line-up/.
27. “Cheesecake Factory Cooks up a Rigorous Employee Training Program,” South-Western, last modified 2006, http://www.swlearning.com/management/hrm_news/training_0706_01.html.
28. Nicci Strong, “‘Gamifying’ Training [with the Cheesecake Factory],” EnGaming, June 15, 2012, https://engaming.wordpress.com/2012/06/15/gamifying-training-with-the-cheesecake-factory/.
29. Unless otherwise noted, in this chapter all quotes and paraphrased material attributed to Admiral Mark T. Guadagnini are from my interview with Admiral Guadagnini on May 8, 2013.
30. Carol S. Dweck, Mindset: The New Psychology of Success, Ballantine, New York, 2006.
31. Sarah Bond and Dr. Gillian Shapiro, Touch at the Top? New Rule for Resilience for Women’s Leadership Success, Business Sake Consulting Ltd & Shapiro Consulting Ltd., 2014, https://forbusinessake.files.wordpress.com/2014/11/tough_at_the_top.pdf.
32. American Management Association (AMA), Agility and Resilience in the Face of Continuous Change, AMA, last modified 2006, https://www.amanet.org/images/hri-agility06.pdf.
33. David Kiger, “Resilience Is Essential for Long-Term CEO Success,” Business 2 Community, April 3, 2017, https://www.business2community.com/leadership/resilience-essential-long-term-ceo-success-01811657.
34. Susan Sorenson, “How Employees’ Strengths Make Your Company Stronger,” Gallup, February 20, 2014, https://news.gallup.com/businessjournal/167462/employees-strengths-company-stronger.aspx.
35. Jim Asplund, James K. Harter, Sangeeta Agrawal, and Stephanie K. Plowman, “The Relationship Between Strength-Based Employee Development and Organizational Outcomes,” Gallup, July 2016, https://static1.squarespace.com/static/577a17d9d482e9e2bce9bc68/t/58d4e81a20099e1b037cbced/1490348060515/2015+Relationship+between+Strengths-based+employee+development+and+organizational+outcomes+-+Gallup+StrengthsFinder+Singapore.pdf.
36. Henry Stewart, “8 Companies That Celebrate Mistakes,” LinkedIn, June 8, 2015, https://www.linkedin.com/pulse/8-companies-celebrate-mistakes-henry-stewart/.
37. Richard Branson, “You Learn by Doing and by Falling Over,” Virgin, October 27, 2014, https://www.virgin.com/richard-branson/you-learn-doing-and-falling-over.
38. Andrew P. Hill and Thomas Curran, “Multidimensional Perfectionism and Burnout: A Meta-Analysis,” Personality and Social Psychology Review, vol. 20, no. 3, 2015, pp. 269–288, http://journals.sagepub.com/doi/abs/10.1177/1088868315596286.
39. “The Employee Burnout Crisis: Study Reveals Big Workplace Challenge in 2017,” Kronos Incorporated, January 9, 2017, https://www.kronos.com/about-us/newsroom/employee-burnout-crisis-study-reveals-big-workplace-challenge-2017.
40. Fawn Johnson, “These Companies Know How to Treat Employees Right,” Atlantic, December 9, 2014, https://www.theatlantic.com/business/archive/2014/12/these-companies-know-how-to-treat-employees-right/425868/.
Chapter 8
1. Marshall Goldsmith and Sal Silvester, “Stakeholder Centered Coaching Model,” Stakeholder Centered Coaching: Maximizing Your Impact as a Coach, THiNKaha, Cupertino, CA, 2018.
* * *
INDEX
* * *
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
A
Abney, David, 68
Accountability, 75, 128–133, 161
Adobe, 169–170
Affective commitment
definition of, 24
as emotional bond, 24
ownership dynamic in, 25
reciprocity factor of, 25
“we are in this together” element of, 25
Alignment of values, 13, 26
active practicing of, 121–125
Behar on power of, 111
benefit of, 132, 133
business case for company values in, 42, 131
business strategy tie to, 43
“clear active questions” for, 192
confidence and competence in, 40
core value cocreation in, 111
corporate value exemplification in, 41–42
definition of, 110
employee connection in, 110
executive sponsorship and support lack barrier in, 115–116
executive summary of, 133, 203
fast change barrier in, 114–115
5 Cs in, 39–40
hiring process for, 125–128
human factor in, 114
Johnson & Johnson’s ethical decision-making in, 112–113
leader self-assessment for, 196
meaning in, 112
meaningful and memorable making of, 117–121
measuring in, 42–43, 128–132
millennials connection in, 112
organizational success component of, 112
Patagonia counterintuitive strategy in, 109–110
research on, 112
respect in, 139
setting tone in, 40
short-term thinking barrier in, 115
“values chain” creation in, 40, 43
Values Pyramid for, 41
Wells Fargo poor example of, 116
Zappos as role model for, 116–117
Amabile, Teresa, 84
Amazon, 35, 37, 91, 166
American Psychological Association (APA), 83, 180
Apple, 32, 120, 164, 167
Arena, Michael, 73, 74, 96, 101–102
Ariely, Dan, 162
Atlassian, 12, 60–61, 62
inclusion and diversity reporting in, 150
openness as core value in, 69
team playbook of, 72–73
total revenue of, 69
AT&T, 96–97, 174
B
/>
Baker, Wayne, 74
Barry-Wehmiller, 20, 44
Barton, Dominic, 150
Behar, Howard, 111, 118, 135–137, 142, 145–146
Benioff, Marc, 36–37
Best Buy, 14, 165, 178
Amazon price matching in, 166
five goals of, 168–169
flexibility in, 167–168
“Renew Blue” at, 166, 179
turnaround phase of, 167
website improvement in, 166
Best Practice Institute (BPI), 2, 98
Best Practices Playbook
alignment of values in, 203
in In Great Company model, 15
killer achievement in, 204
positive future in, 202
respect in, 203
systemic collaboration in, 201–202
Bezos, Jeff, 35, 37, 106
“Big Hairy Audacious Goal” (BHAG), 118, 176–177
Big River Steel, 13, 92
artificial intelligence use in, 82–83
as “Flex Mill,” 177
future orientation of, 82
hiring in, 177
individual empowerment in, 82
innovation in, 82, 177
meaning delivering in, 90
passion leveraging of, 88–89
positive future grand opening focus of, 81–82
rebel mentality at, 82
“think big” goal of, 176
values in, 177–178
Blake, Frank, 157
Blockbuster, 159
Bose Corporation, 11
BPI. See Best Practice Institute
BPI Talent Consortiums, 2, 57–58
Branson, Richard, 40, 182
Bula, Mark, 81–82
Burke, James, 113
C
Cannon-Brookes, Mike, 69
Change, positive, 29–30, 92, 149
acceptance and managing ability in, 93
emotional labeling in, 94
fear of, 93
old norm celebration in, 94
pain acknowledging in, 94
positive deviance approach and steps in, 95–96
positive vision for, 93
reframing of, 94
reinvention in, 93
self-examination in, 96
talent transformation in, 96–97
Chapman, Bob, 44
Cheesecake Factory, 174–175
Citrin, James, 93, 165, 180
Collaboration, 1, 6, 31, 63–64, 72. See also systemic collaboration
Collins, Jim, 111, 118, 176
Communication, 69, 103, 154–155, 168–169, 188
Conant, Doug, 157
Conflict resolution, 79
consensus building in, 75–76
divergence and convergence in, 76–77
empathetic statement use in, 77
fair process use in, 75–76
interpersonal differences handling in, 76
Mitchell on, 75–76
negative emotions addressing and labeling in, 77
psychological safety in, 78
solution commitment in, 76
Voss’s advice on, 77–78
Conley, Chip, 132
Cook, Tim, 32
Cote, David, 40
Covey, Stephen, 47
Cross, Rob, 56, 74
Csikszentmihalyi, Mihaly, 84–85
D
Doerr, John, 171
Drucker, Peter, 148
Dweck, Carol, 180
E
EC. See Emotional connectedness
ECI. See Emotional Connectedness Index
Edmondson, Amy, 23–24, 58
EI. See Emotional intelligence
Emotional connectedness (EC), 31, 162, 193
affective commitment as creation and result of, 24–25
art and science of, 11
benefits of, 19
competitive advantage of, 27–28
culture change challenge in, 26
definition of, 6
drum circles facilitation of, 17–18
EI contrasts and similarities with, 21–22, 39
five prescriptive elements of, 18
In Great Company model of, 1, 4, 6, 193
human craving of, 7–8
intrinsic need fulfillment in, 19–21
key concepts in, 15
leadership challenge in, 25–26
Maresca on, 11
open and flexible structure challenge for, 26–27
organizational benefit of, 20–21
as performance and engagement lever, 6
psychological safety creation of, 22–24
psychological well-being and mental health impact of, 20
as reciprocal and cumulative, 18
reinforcing dynamic of, 29
research on, 10–11
respect overlap with, 5, 139
satisfaction and intellectual alignment in, 6
sense of belonging element in, 19–20
Seppälä on, 20
studies on, 20
in workplace, 6–7, 29, 110
workplace disconnect in, 5
Emotional Connectedness Index (ECI), 117–118
Emotional intelligence (EI)
critique of, 22
EC contrasts and similarities with, 21–22, 39
five domains of, 21
as leadership idea, 21
Welch on, 21
Emotional Intelligence (Goleman), 153
Emotional labeling, 77, 94
Empathy, 51, 68–69, 77, 124, 157–158
Employee engagement programs, 6–7, 97–98, 138, 171
leader loss in, 9
underperformance of, 8–9
wrong incentives in, 9
Employees, 9, 49, 90, 128
collective success of, 1
connection of, 3, 110
cost of replacing, 8
engagement programs and, 7
health and wellness programs benefit for, 20
inertia as contagious in, 8
performance motivation question for, 4–5
pulse survey for, 199–200
respect and, 44, 144, 152
Equal airtime, 79
adopting norms in, 63
alpha bullies in, 63–64
“amplification” strategy in, 62
challenger role in, 65
collaboration killers addressing in, 63–64
conversation monitoring in, 32–33
diverse teams in, 62
focus maintained in, 65–66
ground rule establishment in, 64
icebreaker use in, 64
as management priority, 63
mindful listening link to, 66
mirror role in, 65
mover role in, 65
open-ended question use in, 64
personal and business perspective use in, 62–63
slackers in, 64
socializing opportunities in, 64
steamrollers in, 63
supporter role in, 65
team role balancing in, 65
F
Fairness, 32, 75–76, 147
Feedback, 104, 170–171
Fink, Eric, 126–127, 132, 171–173
Fishel, Brian, 66–67
Ford, Henry, 36
G
Gates, Bill, 36
General Electric (GE), 21, 54, 125
General Motors (GM), 73, 74, 96
Girl Scouts of USA, 151
change process in, 149
future vision of, 148
inclusion turnaround in, 148–150
minority girl appeal of, 148
GM. See General Motors
Goldsmith, Marshall, 104, 189
Goleman, Daniel, 21, 153
Google, 23, 53, 100–101, 164, 171
Guadagnini, Mark T., 175, 179
H
Hackett, Jim, 99
The Happiness Track (Seppälä), 20
Hastings, Reed, 159
Hesselbein, Fran
ces, 148–151
Hierarchy of Needs, 19–20
Hill, Robert, 148
Home Depot, 157, 178
Hsieh, Tony, 120, 126
I
Igloo Products, 124
Igor, Bob, 97
In Great Company model, 138
being in, 2
best practices in, 14
Best Practices Playbook in, 15
“clear active questions” for, 191–192
coach responsibilities in, 189–190
coaching culture in, 188
communication strategy creation in, 188
competitive advantage of, 27–28
data use in, 4
EI and, 21–22
emotional connectedness in, 1, 4, 6, 193
employees in, 9
everyday practice in, 190–193
five core elements of, 11–14
five steps in, 186
goal setting in, 187–188
immediate action in, 185
individual dimension in, 186–187
leader responsibilities in, 189–190
leadership element in, 9, 15, 29
measurement in, 190
as ongoing endeavor, 185
organization dimension in, 187
overall spark score dashboard use in, 190–191
performance and loyalty in, 10
positive dynamic creation in, 3–4
problem statement in, 187
self-assessments and pulse surveys in, 190
self-awareness importance in, 186
Spark Model for Peak Performance in, 12
stretch goals in, 187–188
success element in, 14
Inclusion
as business priority, 151
definition of, 147
disagree and dissent freedom in, 150–151
Girl Scouts of USA example of, 148–150
in innovation, 100–101
measuring and monitoring of, 149–150
respect in, 46, 147–151
studies on, 147–148
Wegmans and, 148
Information free flow, 79
cross-functional teams in, 71
customers and suppliers in, 72
knowledge and open communication in, 69
knowledge hoarding in, 70
leadership position as incentive in, 70–71
middle management in, 71–72
public transparency in, 72
recognition as incentive in, 70
respect as incentive in, 70
silo elimination in, 71
ING Group, 53–54, 73
Innovation, 55, 177
big picture focus in, 99
competition and contest creation in, 101
culture in, 98
employee engagement in, 97–98
future thinking and present concerns balancing in, 99