Archive for May, 2013

Building a High Performance Culture Part I

Wednesday, May 29th, 2013

Culture Words that Work: Earn and Deserve

According to class attendees, one of the most helpful parts of my Up Your Business 2.0 Super Leadership Workshop is when I have attendees create two columns on a page and write “Strong Cultural Words to Weave In” on one side of the page and “Weak Cultural Words to Weed Out” on the other side. Over the course of the two days I add to the list to create a blueprint of the mindsets, values, attitudes and behaviors you must embed in a great culture, as well as the destructive mindsets, values, attitudes and behaviors you must remove. Over the next several blog posts I’ll share words from each column to help you do the same:

Strong Cultural Words to Weave in: Earn and Deserve.


A. Earn: to acquire through merit.

B. Deserve: to be worthy of, to qualify for.


An “earn and deserve culture” repels entitlement. It sends the message that all team members will receive rewards, opportunities, promotions and discretion in accordance to what they’ve acquired through merit, what they’re worthy of, and what they’ve qualified for.

“Boss, why didn’t I get an end-of-the-year-raise?”

“Because you didn’t acquire it through merit. In our culture we reward results not requests, stepping up versus showing up. Let’s sit down and redefine expectations so you’ll more clearly understand how to qualify for, and be worthy of, additional compensation.”

Or…

“Boss, I’d like the next shot at management, after all I’ve been here the longest.”

“I sincerely appreciate your interest in advancing in our organization. However, in our culture we reward results over tenure; the person we promote will be he or she that is most qualified for, and worthy of, and additional responsibilities. I’m happy to lay out for you exactly what you can do to earn a shot at future promotions.”

How to Pull Away From the Pack!

Friday, May 10th, 2013

Successful businesses are so common today in most industries that it’s easy for them to become complacent just because you’re “making money” or doing better than last year. Because of their ubiquity, successful companies have come to bore me. They’re certainly the rule rather than the exception, and most are so content with how they’re doing they spend a lot more time talking about becoming great or getting to the next level than they do taking the action necessary to make it happen. What excites me today is working with the leaders who aspire for more than success; lots more.

Top leaders aspire to do more; they want to pull away from the pack and create for themselves a league of their own, a category of one. Don’t misunderstand: a category of one doesn’t mean merely becoming number one in your category. Rather, it means creating a different category with you being the only one in it. Going to this level requires both a special mindset and a bold strategy. First, however, let’s look at two key reasons most organizations will never make this happen:

1. Their talk and walk don’t match. They hold meetings where they talk about greatness, create mission statements that say they’ll be great, but never take the consistently uncomfortable action necessary to pull away from the pack. So often in my training and consulting travels the talk vs. walk from leaders disconnects along these lines.

They say, “We want great teamwork”, but have no common vision or mission that unites the team, dividing it by default.

They say, “We love our customers”, but front line people have no authority to solve a customer problem without referring the customer to supervisors, filling out forms, or kissing the ring—or some other part of the anatomy—of a higher-up for permission to make it happen for the customer.

They say, “We want great people”, but have sloppy hiring practices, anemic training disciplines, and poorly trained leaders charged with the development of human capital.

2. They like the status quo more than they’re willing to admit. Just like the guy who claims, “I want to get healthier” and then orders a double-bacon chili cheeseburger, they don’t want to pay a price for their prize. The cheeseburger guy probably does want to become healthy, he just loves cheeseburgers more. Likewise, most companies do want to pull away from commodity status and into a category of their own, they just like the comfort of the status quo more; what’s proven, safe, predictable and not too uncomfortable.

Companies desiring to pull away from the pack may also erroneously think price, product or location alone will get them there; they’re wrong. Margins have become so compressed there is less wiggle room than before to cheap-sell your way into a category of one. Why would you want to do this anyway? It simply makes you a purveyor of commodities, and no customer loyalty will exist for long when the basis of your relationship with a customer is based solely on price.

Product won’t do it either, because there is so much parity in product quality today that there are no longer large enough advantages to propel you into a category of one for long. Even with a superior product, innovations change so quickly today your edge may not last for long. As for location being enough to pull away from the pack, it’s not going to happen as the Internet has marginalized the advantage some locations once had over others.

Without a doubt, the primary strategy necessary to pull away from the pack is by creating extreme differentiation in the customer experience. People pay for better experiences; they come back for them repeatedly, and refer others to enjoy them as well. Extreme differentiation is more likely to mean that you have a number of small differences throughout the sales and service experience than a drastic advantage in any one area. When teaching my Category of One and Simply the Best Customer Experience workshops to clients, I stress seven points necessary to pull away from the pack:

1. Companies who become categories of one can point to an identifiable decision where they decided to go for it. This decision must be reinforced and repeated continuously after it’s made, but until team members decide they’re “in”, the movement to become a category of one is dead before it starts.

2. The process in moving from being a good or successful company into a category of one company is messy. It will require large doses of change, risk, decision-making innovation, as well as the evaluating and possible discarding of what used to work.

3. Category of one companies go beyond a status quo with slogans and create real change throughout the culture of their organization, beginning with the training and empowerment of their front line people. This is because front line team members have more opportunities than executives to create a customer experience, but normally have the least amount of training and empowerment to make it happen.

4. You don’t have to do anything extraordinary to become a category of one company. However, you will need to consistently do the ordinary things extraordinarily well. In fact, when ordinary people consistently doing what others are unwilling to do they will achieve extraordinary results.

5. It requires more than a “program” to pull away from the pack. It requires continual attention, training, communication and accountability because your customers are judging you against everyone they do business with, not just those who do what you do. They compare you to shopping at the Apple Store, buying shoes from Zappos, checking in their favorite hotel, and the courtesy and happiness they encounter at Disney.

6. If the transition from being successful to pulling away from the pack and becoming a category of one seems orderly, under control and comfortable you aren’t experiencing a transition at all; you’re merely rearranging the furniture. When you’re willing to forget a lot of what got you to where you are, throw out the furniture, blow up the old house and move into new digs, the transition is probably for real.

7. If you think this type of change is scary, try not changing. Losing ground, relevance and customers because you won’t lead your organization through the pain and discomfort necessary to pull away from the pack is what’s truly terrifying.