Able Health, 172
accomplishments, celebrating employees’, 85
acknowledgments:
of peers, 113–114
during rituals, 147
Adobe, 11
advanced cues, 179
Allen, Christopher, 136
Allen’s Number, 136
alumni, keeping in touch with, 193–194
Amazon, 168
AppDymanics, 120
aspirational cues, 165, 172–177
Autodesk, 11
avoiding confrontation, cost of, 73
baby boomers, perception of social community to, 189
basic cues, 178
behavioral immediate cues, 170–171
as core of culture and key to business, 88
culture as result of, 79
cycle of poor, 74
energy needed for good, 73–74
and Greenhouse plan, 84–86
growth mindset, 80–81
imitation of others’, 75–76
purpose and united, 86–88
Quick-Start for, 91–103
reassessing beliefs that inspire, 58
recognition of, fitting culture, 111
and recruitment/retention, 82
and strategy, 76–79
substitute cultures in place of bad, 137
and values, 51
“Best Place to Work” (Forbes), 3
Bill and Melinda Gates Foundation, 34
Brier, Noah, 54
Build-A-Bear Workshop, 12
Burning Man Project, 200
business objectives, 51
Capital One, 12
Catalog Your Existing Recognition Programs (exercise), 125–131
The Chameleon Effect, 75
Cheese Club, 144–145
coaching:
executive, 77
impact on DigitalOcean culture, 78
individual’s responsibility for, 189
command-and-control style of leadership, 15
communities:
as alternative to employees and customers, 195
culture design of, 198
culture’s role in, 196
guidance of organization vs. expression of, 201
questions for building, culture, 199
and relationships, 133
social, 189
company culture (see culture(s))
competition, 20
confrontation, cost of avoiding, 73
The Container Store, 12
continuous growth, 77
continuous improvement, 18
continuous learning, 76
corporate formalization, and informal P2P, 117
corporate ladder, personal branding and, 189
corporate values, 57
advanced, 179
basic, 178
intermediate, 178
keeping track of, 180
physical, 164, 168–169, 175–177
Quick-Start for, 181–186
reinforcing organization’s purpose with, 165
rituals vs., 172–177
types of, 164–167
using platforms for, 172
culture(s) (See also future of culture)
as asset vs. liability, 11–12
and behaviors, 77–79, 84, 86, 88, 89, 111
boundaries of, 58–59
building an external, 198–201
and business stability/lift, 201–202
changes in, over time, 14–16
characteristics of great, 9
and cues, 172
defining, 13
as everyone’s job, 18–19
at Greenhouse Software, 94
importance of, 3–4
leaders and, 18
mapping characteristics for, 168
misconceptions about, 18
prioritizing, 193
and recognition, 106, 111, 113, 122
and rituals, 135–137, 141–142, 151, 153
substituting, for bad behaviors, 137
and values fit, 188
in Whole-Self Workplace, 189–190
Culture All-Stars, 52, 63–65, 93
The Culture Code, 6
culture education modules, 84
culture fit, 188
culture maps, 168
The Culture Summit, 12
Decide What You Will Stop, Start, and Continue (exercise), 93–103
Delivering Happiness, 117, 119
Deloitte, 21
Delta, 12
Dennard, Jen, 141
design, of culture, 22, 198, 201
Design Center, 176
The Design Gym, 142
Design Your Company’s Physical and Behavioral Cues (exercise), 183–186
Disney, Roy, on making decisions, 50
domino effect, of engagement, 111
DonorsChoose.org, 113–114
dress code, 75
Dunbar, Robin, 135
Dunbar’s Number, 135–136
Duppins, Melanie, 113–114
emergent big group rituals, 146–148
emergent small group rituals, 143–145
employee resource groups (ERG), 152
employees:
celebrating accomplishments of, 85
as communicators of cues, 172
and culture fit, 188
embracing large-scale initiatives, 111
evolution of company culture through, 172
and expectations of leaders, 190
highly engaged, feeling supported, 189
leadership roles for, 195
life cycle of, 82, 86, 191–194
living work values, 84
onboarding process for new, 85
redesigning experience of, 85
and rituals, 151
as support network, 190
employment, loyalty toward, 16–17
ERG (employee resource groups), 152
Esslinger, Hartmut, 176
executive coaching, on reflections, 77
Exercises:
Catalog Your Existing Recognition Programs, 125–131
Decide What You Will Stop, Start, and Continue, 93–103
Design Your Company’s Physical and Behavioral Cues, 183–186
Identify and Improve Existing Rituals, 157–161
Spot Your Culture All-Star, 63–65
Write Your Company Obituary, 43–46
Write Your Company’s Purpose Statement, 47–49
expectations, of leaders and employees, 190
experience lifecycle, of employees, 82
explicit big group rituals, 138–140
explicit small group rituals, 141–143
external culture building, 201
Fan, Jessica, 147
feedback, in relationships, 142
Feingold, Ari, 175
Fika (Swedish tradition), 171
financial performance, of company, 3
FinTech, 144
5G, 17
flipped classroom model, 193
flipping your onboarding program, 192–193
Forbes, 3
formal recognition:
from leadership, 110–112
from peers, 113–116
Fortune, 11
Foundation, Bill and Melinda Gates, 34
Frankl, Viktor, on meaning, 29
Friedman, Milton on purpose, 33
Frog, 175–176
FTSE Russell 100 and Russell 200, 4
future of culture, 187–202
attracting employees, 190–191
communities, 195–201
individual coaching in, 187–188
keel of business in, 201–202
values fit, 187
Whole-Self Workplace, 188–190
work cycles in, 191–194
work-life balance, 194–195
Gallup, 26
Gates, Bill and Melinda, Foundation, 34
Generation Y, 29
Generation Z, 194–195
GitHub, 172
Glassdoor.com, 4, 21
goals:
moving business closer to, 73
setting and reviewing, 77–78
Goldenberg, Rikki, 170
Google, 189
Google Doc, 180
Google Sheets, 93
Gray, Dave, 168
Great Recession of 2008, 4
Greenhouse Software, 12, 82, 84–86, 88, 94
Gross, James, 54
group rituals:
emergent big, 146–148
emergent small, 143–145
explicit big, 138–140
explicit small, 141–143
Harvard Business Review, 22, 36
Henderson, Cal, 168
Hewlett-Packard, 110
hierarchy of needs, 33
Hoffman, Matt, 77
Hoffman, Reid, 191
Hughey, Cheryl, 18
Humana, 6
Identify and Improve Existing Rituals (exercise), 157–161
immediate cues, 165–166, 168–171
incidental exclusion, and rituals, 152
inclusive rituals, 152–153
individuals, recognition for, 107
informal recognition:
from leadership, 120–121
from peers, 116–119
as short-term morale boost, 120
Instacart, 3
Instagram, 121
intermediate cues, 178
Intuit, 11
Jeopardy, 146
Jewish community, 170, 198, 200
Josebachvili, Maia, 12, 82, 84, 88
Journey CX, 147
Kim, Dave, 34
Kimpton Hotels & Restaurants, 12
Kushner, Rabbi Noa, 170, 198, 200
Landor Associates, 138
leaders:
and changing role of business, 196
and company culture, 18
and company values, 59
and cues, 172
and culture design, 201
as drivers of recognition programs, 111
and employee expectations, 190
factors contributing to failure of, 22
and P2P recognition, 118
recognizing/rewarding value-driven choices by, 107
targeted job descriptions designed by, 190
and teams, 180
unhealthy rituals spotted by, 150
value alignment acknowledged by, 56
leadership:
command-and-control style of, 15
formal recognition from, 110–112
informal recognition from, 120–121
strengthening relationships through, 136
Levi Strauss & Co., 58
LGBTQ, and social community, 189
life cycle, of employees, 82, 86, 191–194
lifetime employment, 16
linear thinking, 19
loyalty, toward employment, 16–17
Lyft, 17
Mackey, John on purpose, 33
Man’s Search for Meaning (Frankl), 29
market for talent, 82
Maslow, Abraham, 33
Mayer, Marissa, 194
McCord, Patty, 190–191
McNamara, Robert, on appreciation, 104
meaning, search for, 29–30
military, U.S., 15
Mitchell, Victoria, 200–201
modular, making projects, 193
motivations:
and effective informal P2P, 117
understanding of others’, 134
MTV, 111
National Public Radio (NPR), 36
Netflix, 191
networking, importance of, 188–189
Newson, Marc, on memories, 162
“no,” responding to, 192
Northrop Grumman, 146
NPR (National Public Radio), 36
onboarding program, flipping your, 192–193
“100 Best Companies to Work For” (Fortune), 11
the organization:
recognition for, 107
reinforcing purpose of, 165
organizational values, 56–58
ownership, leader vs. shared, 19
part-time work, 3
peers:
formal recognition from, 113–116
informal recognition from, 116–119
peer-to-peer (P2P) recognition, 113–114, 117–119
personal brand, climbing corporate ladder with, 189
personal values, 56–58
physical aspirational cues, 175–177
physical immediate cues, 168–169
positive reinforcement, 105
Powerful: Building a Culture of Freedom and Responsibility (McCord), 190
problems, throwing money at, 21
Proposition Chicken, 175
and cues, 165
difficulty of getting to, 33–39
discovering your, 39–40
money and, 30
as powerful driver, 86
Quick-Start for, 41–49
and recognition, 107
and united behaviors, 86–88
purpose statements, 35, 47–49, 86, 180
questions, asking when creating rituals, 153
Quick-Starts:
behaviors, 91–103
cues, 181–186
purpose, 41–49
recognition, 123–131
rituals, 155–161
values, 61–71
and behaviors, 111
celebrating accomplishments of employees, 85
digital tools for facilitating, 114
formal, from leadership, 110–112
formal, from peers, 113–116
for individuals vs. the organization, 107
informal, from leadership, 120–121
informal, from peers, 116–119
opportunities for, 108
purpose and, 107
Quick-Start for, 123–131
types of, 108–109
of value-driven choices, 106–107
recruiting scorecards, 84
Red Hat, 7
relationships:
and building strength/trust, 113
and culture fit, 188
presenting feedback in, 142
prioritizing, 193
and rituals, 133–136
reputation, behaviors damaging company’s, 106
Rider, Rachel, 78
Riordan, Kristi, 53
risk(s):
of failure at work, 75
mitigation of, 11
acknowledgments during, 147
challenges of, 149
characteristics of, 137
creating inclusive, 152–153
cues vs., 172–177
and cultural variation, 153
emergent big group, 146–148
emergent small group, 143–145
explicit big group, 138–140
explicit small group, 141–143
opportunities and exposure from, 140
Quick-Start for, 155–161
and relationships, 133
unhealthy, 149–151
vulnerability and daily, 141
Saffo, Paul, on the future, 192
Sagan, Carl on finding a goal, 28
Saint-Exupéry, Antoine de, on building a ship, 10
Salesforce, 173
San Francisco Opera, 58
Sartre, Jean-Paul, on choices, 72
Schauer, Brandon, 38
Schein, Ed, 13
senior executives, 22
shared beliefs, inspiring behaviors through, 58
shared histories, building relationships with, 134
sharing economy, 3
Snapchat, 121
social communities:
as alternative to employees and customers, 195
and company culture, 189
culture design of, 198
culture’s role in, 196
guidance of organization vs. expression of, 201
questions for building, culture, 199
social grooming, and strengthening relationships, 135
Southwest Airlines, 18
Spot Your Culture All-Star (exercise), 63–65
Standard Poor’s 500, 3
Stockholm, 170
strategy, and behavior, 76–79
TaskRabbit, 17
tchotchkes, 117
tech companies, 16–17
Terkel, Studs, on jobs, xii
texting, 121
The Alliance: Managing Talent in the Networked Age (Hoffman), 191
Thumbtack, 3
tiger teams, 193
T-Mobile, 12
Trello, 93
unhealthy rituals, 149–151
Upwork, 17
Uretsky, Ben, 76
USAA, 12
User Experience Design (UX Design), 36
and behavior, 56, 82, 84, 85, 88
characteristics of good, 68
culture fit vs., 188
examples of, 69–71
identifying and codifying, of the organization, 200
importance of understanding, 54–55, 59
personal vs. organizational, 56–58
Quick-Start for, 61–71
and recognition, 111, 120, 122
recognition of choices based on, 106–107
and rituals, 147
values fit, 188
Vaynerchuk, Gary, on building relationships, 132
Veryday, 170–171
Vincent, Rich, 77
Volkswagen, 105
VUCA, 14–16
vulnerability, and daily rituals, 141
Wellness Council of America, 7
Wells Fargo, 105
Whole Foods, 144
Whole-Self Workplace, 189–190
Wisdom, Jason, 142
work, part-time, 3
work cycles, 191–195
working hours, 195
work-life balance, 194–195
Write Your Company’s Obituary (exercise), 43–46
Write Your Company’s Purpose Statement (exercise), 47–49
XPLANE, 168
Yahoo!, 194
Yale School of Management, 87, 88
YouEarnedIt, 113–114
Zesty, 144
Zynga, 176