1. Creating An UBER Culture with
ARMC, Sheffield
10th March 2016

2. What We’re Going To Look At…
How winning businesses create and live the culture they want – an ‘UBER Culture’
Understand the principles of ‘UBER Culture’ and what they mean for your business
Identify the steps you need to take to create, develop, sustain the culture you need and want in your business
Develop a 3D plan – the practical steps you need to take to ‘make it happen’!

3. Who The Hell Is
Andy Hanselman?

4. I Help Businesses And Their People Create Competitive Advantage By...
Thinking in 3D!

5. Dramatically and Demonstrably Different!
That means being...
Dramatically and Demonstrably Different!

6. Why...
3D?

12. (and have been for over 24 years!)
I research, write about, talk about and work with high performance businesses
(and have been for over 24 years!)

13. Dramatically and Demonstrably Different
7 Characteristics of
Dramatically and Demonstrably Different
Businesses

15. today
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16. #7 ‘Characteristics’! #1: Get That Vision Thing! #2: Think in 3D!
#3: Create ‘Delighted’ And Devoted Customers!
#4: Forget CRM, Think MCR!
#5: Create An UBER Culture!
#6: KeeP In Control!
#7: InnovatiON!

17. 3D Characteristic #5:
Create An UBER Culture!

18. Who are you?

19. Awareness
Assessment
Action

21. Get my slides and other resources at: andyhanselmanconsulting

22. 3D Discussion Time:
What Do ‘Successful’
Business Have And Do?

23. Satisfied
Customers

24. Sufficient ‘Delighted’
Customers

25. High Expectations
‘Disappointed’
‘Devoted’
A ‘Poor’
Experience
A ‘Great’
Experience
‘Delighted’
‘Disaffected’
Low Expectations

26. L Sufficient ‘Devoted’ Customers Committed Maximised Motivated
Effective
People
Maximised
Financial
Returns

27. L Sufficient ‘Devoted’ Customers Committed Maximised Motivated
Effective
People
Maximised
Financial
Returns

28. How Do You Measure Up?

29. S W O T

30. Sheffield
Wednesday On
Their way down

31. Strengths
Weaknesses
Opportunities
Threats

32. So
What!

33. What are your key issues?

34. L Sufficient ‘Devoted’ Customers Committed Maximised Motivated
Effective
People
Maximised
Financial
Returns

35. What
exactly is
‘Culture’?

36. A Classic Definition of ‘Culture’:
“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”
Edgar Schein, Organisational Culture And Leadership, 1993

37. “The way we do things around here”
My Definition
of ‘Culture’:
“The way we do things around here”

38. “It’s what people do when no one’s looking”
Another Definition
of ‘Culture’:
“It’s what people do when no one’s looking”
Herb Kelleher, Founder, Southwest Airlines

39. Culture – Why Bother?

40. “The one thing that I have learned at IBM is that culture is everything”
Louis V. Gerstner, Jr. former CEO IBM

41. “A positive corporate culture - one that engages and motivates employees - helps a company’s bottom line, according to the study by a group of university and corporate researchers.
But the reverse apparently isn’t true: A company’s success isn’t enough to ensure a positive culture, the researchers found - and companies that succeed without a positive culture are likely to see their performance decline”
Source: Wall Street Journal February 2016

42. 94% of executives and 88% of employees believe a distinct workplace culture is important to business success
Source: Deloitte Report 2013

43. 12% greater customer advocacy 50% fewer sick days
The top 25% ‘most engaged’ companies enjoy the benefits of:
200% annual net profit
18% higher productivity
250% revenue growth
12% greater customer advocacy
50% fewer sick days
87% less likely to leave organisation
… compared with the lowest 25%
Source: Employee Engagement Task Force Report

44. “Exceptional organisations have core beliefs that are unique, simple, leader- led, repetitive, and embedded in the culture. There is a correlation between clearly articulated and lived culture and strong business performance”
Source: Deloitte

45. Culture and employee engagement is the number one issue for the world’s business and HR leaders!
Source: Deloitte 2015 Global Capital Human Trends Report

46. What
shapes the
Culture of a business

47. Culture can be shaped by...
Your
Culture can be shaped by...

48. The Working Environment...

49. Organisational History...

50. The Marketplace...

51. The People...

52. The Systems And Processes...

53. HR Systems And Processes...

54. The Policies...

55. The ‘Unwritten Rules’...

56. The Customs And Rituals...

57. The Signs And Symbols...

58. The ‘War Stories’...

59. The Goals And Targets...

60. 165,000 convicts sent to Australia!
The ‘Rewards’...
1862:
165,000 convicts sent to Australia!
Less than 50% survived!
98.5%!!!
Edwin Chadwick

61. The Leaders...

62. 45%
Only
Of UK employees feel that their managers behave in a way which is consistent with company values
Source: Mercer Hr Consulting Report

64. Positively or
Negatively

65. Deliberately or
Accidentally

66. Consciously or
Unconsciously

67. What’s
Your
‘Culture’?

68. Describe your ‘culture’ in just a few words or phrases

69. Which Aspects Are You ‘Happy’ And ‘Not So Happy’ With?

70. How clear a picture of your culture do you have?

71. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS

72. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS

74. Your people, your customers?
What do others think?
Your people, your customers?

75. 5 Questions To Consider.....
How would you describe our culture – just 3 words
What would you tell a friend about working here?
What one thing should we change?
What one thing should we never stop doing?
What do we reward and recognise around here?

76. 3D Demonstrated!

78. Create an UBER culture!
Characteristic #5 of The 7 Characteristics Of Dramatically and Demonstrably Different Businesses

79. Create an UBER culture!
Everyone Understands what’s expected of them and behave accordingly and consistently
Systems and processes are Built to reinforce and support the culture
People are Engaged, Empowered and Encouraged to deliver them
People are Rewarded and Recognised for doing it!

80. Create An UBER Culture!
Ingredient #1:
Everyone Understands what’s expected of them and behave accordingly and consistently

81. 3D Demonstrated!

82. It’s All About ‘Behaviours’!
Oh Behave!

83. What Behaviours do you want from your people

84. Do they know that?

85. Are they spelt out?

87. Value Your ‘Values’

88. What’s the value of Values

89. Values can...

90. Define the fundamental character of your business
Values can...
Define the fundamental character of your business

91. Create a sense of identity
Values can...
Create a sense of identity

92. Values can...
Shape how we do things

93. Reduce game playing, politics and confusion
Values can...
Reduce game playing, politics and confusion

94. Provide guidance for acceptable and unacceptable behaviours
Values can...
Provide guidance for acceptable and unacceptable behaviours

95. 65% of employees who could name their values say they had a strong grasp on company objectives, compared to only 23 % who say they didn’t know any
88% of those who know their core values say they are engaged compared to 54% who say they didn’t know any of their company values
Source: Derek Irvine.“Revealing Key Practices for Effective Recognition” Report 

96. A 5-year academic study by the University of Chicago of Great Place To Work data shows that there is a direct link between an organisation's values as perceived by its employees and its financial performance!
Source: Chicago Booth Research Paper The Value Of Corporate Culture

97. A 5-year academic study by the University of Chicago of Great Place to Work data shows that there is a direct link between an organisation's values as perceived by its employees and its financial performance!
Source: Chicago Booth Research Paper The Value Of Corporate Culture

98. Health Warning!

99. “There is no correlation between an organisation's published values (e
“There is no correlation between an organisation's published values (e.g. on its website) and financial performance”
Source: Chicago Booth Research Paper The Value Of Corporate Culture

100. “There is no correlation between an organisation's published values (e
“There is no correlation between an organisation's published values (e.g. on its website) and financial performance”
“There is a correlation between a culture of strong values ('high integrity') as perceived by employees and performance”
Source: Chicago Booth Research Paper The Value Of Corporate Culture

101. Who’s values are these....
Integrity
Communication
Respect
Excellence

102. It’s Not What You Say
It’s What You ‘Do’!

103. 3D Demonstrated!
“Any entrepreneurial company as it grows will find it needs some structures in place. Now, if I get knocked over by a bus, these values will still be integrated into the business, so to the outside world it will not be relevant and internally it will keep its sense of purpose”
Paul Lindley, MD Ella’s Kitchen

104. Sweat the small details Think like an engineer, feel like an artist
3D Demonstrated!
Be passionate
Lead, don’t follow
Aim to surprise
Be unreasonable
Innovate incessantly
Sweat the small details
Think like an engineer, feel like an artist

105. 3D Demonstrated! Focus on the user and all else will follow
It’s best to do one thing really, really well
Fast is better than slow.
Democracy on the web works
You don’t need to be at your desk to need an answer.
You can make money without doing evil.
There’s always more information out there
The need for information crosses all borders.
You can be serious without a suit.
Great just isn’t good enough.

106. 3D Demonstrated! Embrace and drive change
Deliver wow through service
Embrace and drive change
Create fun and a little weirdness
Be adventurous, creative, and open-minded
Pursue growth and learning
Build open and honest relationships with communication
Build a positive team and family spirit
Do more with less
Be passionate and determined
Be humble

107. ‘Northern Principles’!!!
3D Demonstrated!
Trusting each other as default
Honest
Direct
Friendly
...And fundamentally good
‘Northern Principles’!!!

108. Your values must be

109. ‘Meaningful’!
‘Relevant’!
‘Lived By All’!

110. What’s Your Experience With ‘Values’?
3D Discussion Time:
What’s Your Experience With ‘Values’?

111. Valuing Your Values.....
Step 1: Establish a set of values that define “How you want things to be around here”

112. Step 2: Translate your values into meaningful behaviours that you expect from your people...

113. Honest Supportive Passionate Respectful Delight Our Customers
3D Demonstrated!
Company ‘X’s Values:
Honest
Supportive
Passionate
Respectful
Delight Our Customers

114. 3D Demonstrated! Honest Supportive Respectful Passionate
Honest in their approach with all customers
Honest in their approach with all colleagues
Does what they say they will
Proactively builds trusted relationships with our customers
Doesn’t just ‘chase the sale’
Demonstrates they care!
Supportive
Actively supports our clients, their brands and their campaigns
Actively supports all colleagues and team mates
Actively supports our suppliers
Takes responsibility and ownership
Looks out for colleagues and offers help without being asked
Passionate
Demonstrates commitment to the company’s overall goals
Demonstrates a positive attitude in everything they do
Gives it their all when at work
Brings out the energy in others
Asks questions to constructively challenge what we do
Generates ideas to help us achieve our goals
Uses their initiative without being pushed
Has fun!
Respectful
- Values other people’s views and opinions
- Actively asks for and listens to other people’s views and opinions
- Treats every customer and every order with care regardless of size
- Values other people’s contribution to the business
Delight Our Customers
- ‘Wows’ our customers with the level of service they provide
- Strives to be an extra member of our clients’ team
- Looks to make us ‘as easy to do business with’ as possible
- Proactively keeps customers informed every step of the way

115. your values
Reinforce

116. Create An UBER Culture!
Ingredient #2:
Systems and processes are Built to reinforce and support the culture and the behaviours you want

117. ‘Customer complaints’ procedure ‘Customer praise’ procedure?

118. “ We interview people for culture fit
“ We interview people for culture fit. We want people who are passionate about what Zappos is about–service. I don’t care if they’re passionate about shoes.”
Tony Hsieh, CEO, Zappos

121. “We find and reward people that
3D Demonstrated!
“We find and reward people that
‘fit’!

122. 3D Demonstrated!

123. 3D Demonstrated!

124. 3D Demonstrated! Tell us a story How’ve you got better?
How can we improve?
“They have to be able to do the job, that’s a given. But beyond that we look for various traits – people who are passionate, playful, respectful and have the ability to think commercially.”
Michael Smith, Mind Candy (Moshi Monsters to you and me!)

125. 3D Demonstrated!

126. Health and Happiness Survey
3D Demonstrated!
The 30-Day New Recruit
Health and Happiness Survey

127. Beer Knowledge Thursdays!
3D Demonstrated!
Beer Knowledge Thursdays!

128. 3D Demonstrated!

129. 3D Demonstrated!

130. Sharing (almost) everything! An in-house wiki site!
3D Demonstrated!
Sharing (almost) everything!
An in-house wiki site!
A seat shuffle every 3 months!
Unlimited free books!
Unlimited free meals!
A 3 word policy on just about
everything….

131. Buy A Round Of Drinks At An Event Policy
3D Demonstrated!
Social Media Policy
Sick Day Policy
Expenses Policy
Working From Home
Policy
Buy A Round Of Drinks At An Event Policy

132. 3D Demonstrated!
“Use good judgement!”

133. ‘Good Judgement’ Rating
3D Demonstrated!
‘Good Judgement’ Rating

134. 3D Demonstrated!
Demonstrate preferred behaviours: ‘show your character’
Employees rewarded for ‘cheerfulness’!
Mystery shopper highlights ‘outstanding’ customer
experiences
Reward for team and individual performances - £50 bonus
for individuals to be spent with the team
Interview is a 6 hour shift and staff vote ‘in’ or ‘out’

135. ‘And Now the End Is Near’
3D Demonstrated!
‘And Now the End Is Near’
Exit Interview

136. Step 3: Measure / assess people against those behaviours as well as objectives and targets...

137. 3D Demonstrated!
In Company X, we got colleagues to assess each team member against the Behaviours....

138. We started with the Directors!
3D Demonstrated!
We started with the Directors!

139. 3D Demonstrated!
* See ‘Living The Company ‘X’ Way Assessment Tool

140. 3D Demonstrated!
* See ‘Living The Company ‘X’ Way Report

141. People are Engaged, Empowered and Enabled to deliver them
Create An UBER Culture!
Ingredient #3:
People are Engaged, Empowered and Enabled to deliver them

142. “The more you engage with
3D Demonstrated!
“The more you engage with
customers the clearer things become and the easier it is to determine
what you should be doing”
John Russell, President, Harley-davidson Europe

143. 3D Demonstrated!
Very clear expectations of their people - ‘buy in or opt out’!
One person to say ‘yes’, two people to say ‘no’!
Encourage staff to challenge things that don’t work (no ‘stupid rules’!)
Over 100,000 ‘mystery shops’
Staff rewards linked to customer service levels, not sales!

144. 3D Demonstrated!
“Our staff are actively encouraged to use their initiative and try new ideas. I say ‘if the ideas work, tell me. If they don’t work, just stop’”
John Timpson, Timpsons
Staff manuals – fewer words, lots of illustrations that staff are encouraged (and incentivised) to take home to absorb
Customer service training sessions involve people actually going out to buy things and reflecting on and learning from, their experiences
Staff are able to spend up to £500 to settle a customer complaint without management authorisation
They can charge whatever they like – the price list is a guide only!

145. 3D Demonstrated!
Book Club

146. 3D Demonstrated!

147. 3D Demonstrated!
Pizza Problem Solving!

148. Stand In Other People’s Shoes!
3D Demonstrated!
Stand In Other People’s Shoes!

149. 3D Demonstrated!
Front Line Fix!

150. 3D Demonstrated!
‘I Like….’
‘I Wish….’
‘I Wonder….’

151. Approach customers with a personalized warm welcome
Probe politely to understand all the customer’s needs
Present a solution for the customer to take home today
Listen for and resolve any issues or concerns
End with a fond farewell and an invitation to return

152. Rub up your customers the wrong way
Yes, go on, all the way
Apathy is encouraged
Never bother to try and make them smile
Approach them with indifference
Infer it’s them who are the problem
Remember, we’re right behind you to help you do this

153. “In order to enhance the appearance of your flight crew, we will be dimming the cabin lights”
“Your bags will be available on carrousel x. If you do not find them, they will be available in 2-3 weeks on eBay”
“There may be 50 ways to leave your lover, but there are only 4 ways out of this airplane”
“I never had control, and I never wanted it. If you create an environment where the people truly participate, you don’t need control”
Herb Kelleher, founder, Southwest Airlines

154. “We entrust every single Ritz-Carlton staff member, without approval from their general manager, to spend up to $2,000 on a guest. And that's not per year. It's per incident”
Simon F Cooper, President Ritz Carlton

155. 3D Demonstrated!

156. How Do You Engage, Empower And Enable?
3D Discussion Time:
How Do You Engage, Empower And Enable?

157. People are Rewarded and Recognised for doing it
Create An UBER Culture!
Ingredient #4:
People are Rewarded and Recognised for doing it

158. 79% of employees say recognition tied to core values gave them a stronger sense of company goals and objectives
Source: Derek Irvine.“Revealing Key Practices for Effective Recognition” Report 

159. Champion
Your
Champions

160. Challenge
your
Challengers

161. OBJECTIVES ‘SUPPORTED/ ENCOURAGED/ SOMETIMES REWARDED’ ‘REWARDED/
ACHIEVED
NOT ACHIEVED
‘SUPPORTED/
ENCOURAGED/
SOMETIMES
REWARDED’
‘REWARDED/
CHAMPIONED’
ACTS I N L NE W TH
BEHAVIOURS
YES
‘REDIRECTED/
MOVED/
RELEASED’
‘NOT
REWARDED/
CHALLENGED’ NO

162. Why not get your customers to do it?

163. 3D Demonstrated!

164. How Do You Reward And Recognise?
3D Discussion Time:
How Do You Reward And Recognise?

165. “The way we do things around here”
My Definition
of ‘Culture’:
“The way we do things around here”

166. How Do You Measure Up?

167. Create an UBER culture!
Everyone Understands what’s expected of them and behave accordingly and consistently
Systems and processes are Built to reinforce and support the culture
People are Engaged, Empowered and Encouraged to deliver them
People are Rewarded and Recognised for doing it!

168. Take action, not notes!

169. “You’re going to have a culture anyway
“You’re going to have a culture anyway. You can and should influence it – so why not build the one you love?”
Darmesh Shah, Founder Of Hubspot

170. What are you going to do
about it?

171. What can you do
about it?

172. Talk to me!!!
Chat Today!

173. today
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174. And it’s FREE when you buy it!
All purchasers today get FREE access to our innovative online 3D Diagnostic Tool!
Normal price £9.99
Rate your business against the ingredients
that make up the 7 Characteristics
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Unlimited access – see what your colleagues
think and revisit it whenever suits!
It’s a great accompaniment to the book!
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175. Andy’s 3D Thoughts......
3 iDeas in 3 minutes in your inbox every Monday morning to help you Think in 3D!

176. “Vision without action is hallucination”
Thomas Edison

177. “Take the first step in faith
“Take the first step in faith. You do not have to see the whole staircase. Just take the first step”
Martin Luther King

178. “Scare yourself, otherwise you’re not doing anything new”
Mary Murphy Hoye, Head Of R & D, Intel

179. “Don’t just stand there….. do something!”
Dick Dastardly

180. So... what are you going to
Do?

181. People can be
divided into
three groups

182. Those who make things happen
Those who watch things happen
Those who ask ‘what happened’?

183. MISSING YOU ALREADY!

184. get my slides and other resources at: andyhanselmanconsulting

185. “Culture is a thousand things, a thousand times
“Culture is a thousand things, a thousand times. It’s living the core values when you hire; when you write an ; when you are working on a project; when you are walking in the hall”
Brian Chesky, Founder, Airbnb