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.When Kate was in character as Mickey Mouse, if she was entertaining little Johnny, and little Susie fell over, Kate didn’t have to think twice.She went to help Susie, even if Johnny cried.Given the fact that doing the right thing at WD-40 Company is our number-one value, it is unacceptable to create a positive, lasting memory for a customer if what you’re doing is illegal or unethical.Doing the right thing always trumps creating memories.How do people know what is the right thing to do? We think people intuitively know what’s right.Haven’t you heard little kids say, “That’s not fair!” Who told them that? No one.They just know.At WD-40 Company we hire good people and expect them to do the right thing.Another interesting thing to note in our values is our last value, sustaining the WD-40 economy.I’ve seen a number of companies that never mention financial well-being as a value.When you don’t do that, everyone knows that the values are a joke.Why? Because when finances aren’t going well, a lot of energy gets focused in that direction.Ranking our financial value last among our other values tells people it’s important—it’s one of our core values—but we will do nothing to make money that compromises any of the other values.Stating the value as sustaining the WD-40 economy is broader than valuing profits.When people see the word “profit” they think, “All they care about is making money.” When we talk about a thriving economy, it implies the well-being of all involved, not just top management.A value is an underlying reason for how we choose to act and how we make decisions.A value is the “why” behind the “how to.” These are not just words in a book somewhere—we actually try to determine how well we’re living up to these values in our review system.At WD-40 Company, you either demonstrate or visit a value.For example, caring is an important aspect of creating positive, lasting memories in all our relationships.Alec demonstrates this value if everyone who works with him says that he’s always friendly and respectful to his colleagues throughout the company.This means that when he walks in the back door every day, he’s just as friendly and respectful to the people in the mail room as he is to those in the executive suite.Let’s suppose that Bruce is nice to two people in the organization, because he knows they can help him accomplish what he wants.But when he walks in the back door every day, he treats the people in the mail room and warehouse as if they’re second-class citizens.Bruce merely visits this company value; he doesn’t demonstrate it.Timeliness is an aspect of owning it and passionately acting on it.For Jennifer, part of honoring that value means keeping her commitment to share her marketing update by 4 p.m.each Thursday so that important decisions can be made before the end of the week.Jennifer does that once or twice, but on the third Thursday she doesn’t submit her update until Friday morning, because something came up.Eventually, her late updates become a habit.Like Bruce, Jennifer has shown that she merely visits this company value when it is convenient—she doesn’t live it.These two people adopt our values when the values suit them, but the values are not embedded in their behavior.They don’t consistently walk the talk.Unless values are lived and demonstrated in people’s work ethic every day, they have no meaning.As I stressed in Part One, values are an important ingredient in the “Don’t Mark My Paper, Help Me Get an A” performance review philosophy.Let me reiterate that what we ideally want at WD-40 Company are high performers who are also good citizens—people who operate according to our values.BUILDING A TRIBAL CULTUREAs I stated earlier, I asked our people to think of us as a “tribe” rather than a “team” to open their minds to the “Don’t Mark My Paper, Help Me Get an A” philosophy and to open up communication in general.To understand how a tribal culture impacts open communication, think about tribal leaders: They sit around a fire and share their knowledge with younger tribe members.That’s the number-one responsibility of the WD-40 tribe—to share knowledge and encourage ongoing learning.In other words, we need to make learning inclusive and evolutionary.To create a learning culture, open communication is a must.I love what C.Northcotte Parkinson said about communication:“The void created by the failure to communicate is soon filled with poison, drivel, and misrepresentation.”To open up communication, I identified eight other aspects of tribal thinking that I thought were important to integrate into the WD-40 culture.First, tribes have an identity.People in a tribe feel a sense of belonging to a group for a greater good.One of the most important desires that people have in life is a desire to belong to something.People join tennis clubs and poker clubs to feel a sense of belonging and affinity.I wanted to apply that same concept to WD-40 Company by building a culture that people actually want to belong to.Second, tribes have folklore or traditional beliefs, myths, tales, and practices.Folklore in nontribal language is “We’ve always done it that way,” which has a confrontational feel.In a tribe, folklore can be positive and enabling, or restrictive and negative.If it’s restrictive and negative, we can identify it and ceremonially bury it.The whole point of folklore is to give WD-40 tribe members a way to dialogue and socialize instead of being confrontational.Now during meetings our people identify our core practices or beliefs, and they have a fruitful framework in which to discuss whether to alter traditions or leave them alone.Third, tribes have warriors who are brave and determined to defend each other and the tribe as well as help each other accomplish any agreed-upon goals.At Southwest Airlines, one of the core values is having a warrior spirit—a feeling that people in their company will do whatever it takes to accomplish their goals and serve their customers at the highest level possible.That’s what we expect at WD-40 Company.Fourth, members of tribes also have individual work.This not only builds personal esteem and a high degree of confidence in the tribe member’s own ability, but it also contributes to the well-being of the entire tribe.Then everyone can make a difference.Why? Because they do meaningful work.One of the important things we have done in our tribe is to come up with a definition of meaningful work:• It is conducted in a manner that is “good and proper” in all aspects.• It positively affects our tribe and our communities, giving our work an impact that extends beyond ourselves.• It provides learning and growth, offers challenges, requires creativity, pushes us to surpass limits, and creates exciting results [ Pobierz całość w formacie PDF ]