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How to Build an Authentic, Winning Culture

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Ann Rhoades, workplace culture guru and founder of People Ink, shares her insights into building a strong, authentic culture to attract and retain top talent.

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How to Build an Authentic, Winning Culture

  1. 1. How to Build an Authentic, Winning Culture January 19, 2016
  2. 2. Presenter Ann Rhoades HR LeaderandAuthor,Built on Values
  3. 3. Weshallseekwhatisbeyond goodandgreat -Robert Cooper, PhD.-
  4. 4. “Astrong culture canhelp or hurt performance. Culture canaccount for up to halfofthe difference inoperating profit betweentwoorganizations inthe samebusiness. Shaping aculture is oneof aleader’s mostimportant jobs; itcanbe ignored, but onlyforsolong andatone’s peril.”
  5. 5. “Acompany’scultureiseven moreimportantthanits leadership,according toa deloittesurveyof3,300 executives. Atrueculture ofcaringgoesbeyondperks andincludesdailybehavior.”
  6. 6. Hiring “A” Players Continuous Discipline (CI) Customer Branding Accountability &Rewards Values Blueprint R
  7. 7. Values Blueprint R
  8. 8. • Begin theConversation • Select aValuesWorkout Team • Performing the ValuesWorkout • Publish the“First Draft” ofYour Valueswith behaviors • Publish Your Values BluePrint® andTake iton theRoad • Create aCompany-wide Implementation PlanandTimeline ValuesBluePrint®
  9. 9. We show respect to our customers, team members, and partners by valuing their time, addressing their challenges, ideas in order to deliver world-class service. We create legendary tales of adventure. We communicate to empower. We lead passionately and revile mediocrity. We are what we say we are, and we do what we say we'll do. Company Values
  10. 10. Fire Wow Rally Genuine Honorable Fire in the belly to change the game Delight the customer Everyone is a leader Everyone sweeps the floors Do the right thing Mission-driven: works for more than a paycheck High-standards: goes above and beyond to deliver the unexpected Inspirational: rallies the team, rallies for the team Caring: stops to help others; doesn't just walk by Customer-first: always puts the customer's interests first Take-charge: acts like an owner, regardless of title Captivating: makes it beautiful Curious: digs into root causes; attacks the disease not the symptom Humble: never says "I," admits mistakes Transparent: tells the truth regardless of consequences Unstoppable: finishes the job; 99% done is half-done Fun: makes people smile Fearless: bets big, tinkers constantly, fails fast, measures results Balanced: sets and respects boundaries to stay happy and healthy Respectful: treats everyone with respect Resourceful: makes more with less Values
  11. 11. Dear Crewmembers – Safety has been JetBlue’s #1 value since long before our first flight. Although our business has evolved considerably over the years, our commitment to safety remains our most important priority as we mark our 15th anniversary. This spring, to help us maintain and improve our culture of safety, we’re rolling out JetBlue’s new, industry-leading Safety Policy, a major component of our overall Safety Management System (or SMS). SMS is a lot more than another airline acronym. Also, “system” in this sense isn’t a computer tool but rather a fresh approach we’ll take to proactively identify and mitigate risks before they have the chance to become incidents or accidents. Primarily, this means shifting our methods from being reactive to safety issues to encouraging more reporting and using your feedback to be more predictive – averting risk and increasing safety. The Federal Aviation Administration (FAA) has mandated that all U.S. commercial airlines have a Safety Management System (SMS) in place by 2018. We are enthusiastic about this opportunity to fortify our safety culture. We are well ahead of the regulatory deadline and, in fact, have created the first plan of its kind here in the U.S., one we believe will be a model for our industry. So what’s changing? Reporting your safety concerns has always been an important part of JetBlue's safety fabric. Our new safety policy encourages you to do more of it, and improves on how we use that information. We have already established Flight Ops, Inflight, Tech Ops, SOC and Airports risk working groups, as well as a high- level Safety Review Board, that I personally chair to make sure safety issues are properly evaluated. Together with our Safety Department, these teams will see that the information we receive when you submit a Safety Action Report is accounted for and promptly reviewed. You are the eyes and ears of our operation and action on your feedback ultimately determines the strength of our safety culture. Of course, none of this can happen unless we all feel empowered to report potential safety risks or operational hazards and know we won’t face reprisal for the mere act of reporting (even reporting a mistake you may have made). We’re all human and mistakes happen. Be mindful that safety-related mistakes could indicate larger issues within JetBlue that we simply must address – that’s why reporting is so valuable. On the flip side of the coin, there’s a big difference between human error and intentional reckless behavior which threatens safety – we have zero tolerance for that. In the coming weeks and months you’ll hear a lot more about how SMS will affect you. For now, keep doing what you’re doing – make sure to submit any safety concerns through a Safety Action Report in our JEMS Portal. This report is a confidential safety report available to all Crewmembers. The Safety Department and your workgroup leaders will keep you updated as we roll out new processes and procedures for safety reporting. Keeping each other, our Customers, and our assets safe is truly a team effort – and the most criticalresponsibility we have as Crewmembers. Best wishes –
  12. 12. Values Blueprint R Hiring “A” Players
  13. 13. GIVE ME AN EXAMPLE OF HOW YOU CARED FOR A CHALLENGING PATIENT.
  14. 14. GIVE ME AN EXAMPLE OF A TIME YOU KNEW BY TELLING THE TRUTH YOU WOULD BE JEOPARDIZING YOUR JOB.
  15. 15. “A”players’ behaviors consistently reflectthe valuesofthe organization
  16. 16. Hiring “A” Players Accountability &Rewards Values Blueprint R
  17. 17. IT’S ALLABOUT ACCOUNTABILITY!
  18. 18. IndividualizedTreatment Treatfairlynot equally
  19. 19. Mark Christensen has appreciated you with an O.C. Tanner eButton I am sure Ann and the entire PeopleInk Team share my sentiments when I let you know that you are the "Smartest Cookie" in the bunch! Thanks for all you do to make us shine! Visit octanner.com to learn more.
  20. 20. Customer Branding Accountability &Rewards Values Blueprint Hiring “A” Players
  21. 21. Both Kelleher, SWA and Lewis, Progressive Insurance, like all the 10Xers we studied, were nonconformists in the best sense. They started with values, purpose, long-term goals, and severe performance standards; and they had the fanatic discipline to adhere to them.
  22. 22. Customer Branding Hiring “A” Players Accountability &Rewards Values Blueprint Continuous Discipline (CI)
  23. 23. ELEVEN AND COUNTING
  24. 24. Q & A After this webinar, you can join Ann Rhoades in the O.C. Tanner Institute’s Great Work Community to ask additional questions. If you are not already a community member, please go to www.greatworkcommunity.com and click “not a member?” to register for the community. Once your registration is completed, you will be able to post questions for Ann, and explore all of the resources available in the O.C. Tanner Institute’s Great Work Community!
  25. 25. Thank you for attending! How to Build an Authentic, Winning Culture

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