Why Culture Matters: A successful culture is like a green house where people and ideas can flourish—where everybody in the organization, regardless of rank or role, feels encouraged to speak frankly and openly and is rewarded for sharing ideas about new products, more efficient processes, and better way to serve customers.
A Simple Plan: “You have to be able to simplify things that are complex. At the end of the day, if the thirteen thousand people on the front lines don’t understand what you’re trying to do, forget it. You don’t stand a chance of making it work.” (David Barger, the CEO of JetBlue)
“We’re not a transparent culture so that we can be cool and it’s not about an open environment, because that’s not what makes a company transparent. It’s more around the fact that everyone needs to know where we are going and how we are going to get there. So we want everyone to understand our objectives and make that available to everyone as we’re evolving, so that people aren’t guessing and they’re not internally focused, because that’s one of the obstacles that a lot of companies fall into.” (Ryan Smith, CEO of Qualtrics)
Rules of the Road: “Ideas can come from anywhere. There are no titles around an idea. As the CEO, I’m the chief editor of the company, but I want the idea to come from anybody. There’s no bureaucracy around an idea. In fact, bureaucracy around an idea is the death of an organization. I tell people all the time: If you have a great idea, and you’re passionate about it, and it makes sense, and you can’t get your boss to hear your idea, then you should leave. That’s not an organization that you’re going to thrive in.” (Steve Stoute, Translation LLC and Carol’s Daughter)
A Little Respect: “By definition if there’s leadership, it means there are followers, and you’re only as good as your followers. I believe the quality of the followers is in direct correlation to the respect you hold in them. It’s not how much they respect you that is most important. It’s actually how much you respect them. It’s everything.” (Jeffrey Katzenberg, CEO DreamWorks Animation)
Play it Again and Again: “No matter how smart the people are that you are communicating to, the more of them there are, the dumber the collective gets. As the audience gets bigger and bigger, the bullet-point list has to be shorter and shorter, and the messages have to be simpler and simpler.” (Marcus Ryu, Guidewire)
Surfacing Problems: “I always ask, ‘Tell me one thing you really like about the company and one thing that frustrates you about the company.’ I always come out with at least one thing that is eye-opening.” (Ken Rees, CEO of Think Finance)
School Never Ends: “It’s about keeping them marketable. I encourage people: ‘Go out and find out what the market bears. You should do that and then come back and help me figure out what you need in your development that you’re not getting, because we owe that to you.’ I’ve been told by my associates that’s a countercultural approach to leadership: ‘You’re telling me to go look for another job?’ But my point is that I should be able to re-recruit them. I should be able to get them convinced that his is the best opportunity for them.” (Linda Heasley, former CEO of The Limited)
Alone at the Top: “Pacing is really important in an organization. I have in the past tended to overestimate the amount of change I can effect in the short run and then not fully appreciate the change I can effect in the long run. And so I’ve learned that it’s critical to think carefully about the pace of change, and it’s something that I’ve learned the hard way. it’s important to manage that carefully, because it’s not just about the pace of change that certain people in the company can manage. It's about the pace of change that the company as a whole can manage. You can push and push and nothing seems to happen, and then suddenly it takes off and you’re sort of running to catch up.” (Harry West, Continuum)
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