By Dan J. Sanders
In Built to Serve, Dan Sanders, CEO of the award-winning, service-oriented United Supermarkets, makes this daring declare: the present enterprise tradition is damaged and a thorough transformation is required-a paradigm shift that reshapes our figuring out of the genuine function of work.
Leaders have a choice-continue to chase a damaged price-profit version and undergo the implications or construct a tradition dedicated to servanthood and realize the success glaring whilst humans see their paintings as a ministry. the alternative leaders make won't simply make sure monetary good fortune and failure but additionally will ascertain their organization's long-term impression on humanity.
The time is now. Sanders unearths how your humans can undertake United's undertaking of “Ultimate provider, more advantageous functionality, optimistic Impact.” He distills important classes from 9 many years of a people-centered tradition that continually promises impressive customer support and divulges how one can improve a completely engaged, efficient workforce.
- Treat your shoppers like companions
- Create a people-centered tradition in a numbers-focused international
- Communicate your organization's imaginative and prescient
- Focus on strengths, no longer weaknesses
- Tie functionality to the luck of your undertaking
- decrease your worker turnover
- Build groups attached by way of an emotional bond
- Ensure sustainability and growth-with a watch at the rules that allowed your good fortune within the first position
When you are outfitted to serve, staff come to paintings simply because they need to, not only simply because they need to. Built to Serve is your hands-on consultant to looking this better purpose.
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Additional info for Built to Serve: How to Drive the Bottom Line with People-First Practices
My friend and mentor Dr. Stephen Covey has spent much of his life teaching and reminding leaders and followers alike that natural principles endure over time. His years of research support the idea that culture is not just important to an organization—it is everything to an organization. Dr. Covey takes this a step further, connecting the role of personal faith to organizational principles. 6 = I was seated next to him at an Ethical Leadership Conference in the fall of 2006. Our conversation turned to the topic of culture and its importance in the workplace.
My hazardous duty pay amounted to about $110 per month. Of far greater value was the small ribbon or tiny medal awarded to me in recogni- Introduction tion of my sacriﬁce. The next time you see a member of the military in uniform, note the ribbons or medals. They speak volumes. Decorating service members regularly is an important part of the military’s culture. United is a huge believer in the importance of recognition programs. We have a standing policy that when leaders are not involved in a speciﬁc task, they are expected to write a personal note, send an e-card, or engage in a personal conversation to acknowledge the contribution of a team member.
Organizations that make people and service the cornerstones of their corporate identity enjoy sustainability. The misguided and myopic notion that places a premium on power and money has no permanence in today’s marketplace. Mired in egomania and denial, business continues to sink into a morass and worship these false idols of power and money. The stories documenting titans of industry that became colossal failures as a result of selﬁshness and outright greed seem almost commonplace today. Adelphia, Arthur Andersen, Enron, L&H, Tyco, and WorldCom are just a few of the more 21 = Built to Serve prominent companies implicated in such behavior since 2000.
Built to Serve: How to Drive the Bottom Line with People-First Practices by Dan J. Sanders