Under the Hood: Fire Up and Fine-Tune Your Employee Culture
Format: PDF / Kindle (mobi) / ePub
You can't sell it outside if you can't sell it inside.
You want maximum business performance? Look under the hood and you’ll find your employee culture: it is the power that drives the enterprise engine. To harness that rumbling power you’ve got to solve the mystery of what an employee culture actually is, how it operates and how to move it forward. These are the keys that this book will put right in your hands.
Renowned business culture expert Stan Slap knows the difference between understanding your employees and understanding your employee culture. The distinction isn’t semantics; it’s the key to whether your strategies will succeed or fail. This myth-busting book reveals why an employee culture is an independent organism with its own rules, beliefs, and motivations—and the power to make or break any management plan (and any manager right along with it).
Slap shows you how to get whatever you want from your employee culture, whether it’s improved accountability, innovation, flexibility, resilience, energy, loyalty, or trust. Along the way he solves mysteries that have puzzled managers since the first Mesopotamian farmer hired some help, including:
Why does an employee culture really resist change?
What does it care about more than money?
Why does it respond to leadership differently than to management?
How does it talk to itself, and what does it mean when it won’t talk to you?
Why are company values the most dangerous threat to gaining its trust?
If you have a wonderful employee culture, this book will help you scale it. If you have a troubled employee culture, this book will help you fix it. If you have an employee culture under pressure, this book will help you ease it. If you have a new employee culture, this book will help you shape it. And if you are investing in a company, this book will help you protect your greatest purchasable asset.
Under the Hood is informed by immaculate research, including surveys of more than 15,000 employees from companies the world over. It’s packed with original tactics that have driven performance for many organizations and countless managers. And it includes jaw-dropping inside stories of employee cultures from the likes of Samsung, Oracle, Progressive, CNN during wartime, Paul McCartney’s band, and the Super Bowl film crew.
It’s all delivered in classic Stan Slap style: profound and provocative, heartfelt and often hysterical. This is not simply a management book; it is the business case for humanity. Management advice doesn’t get realer or more important than this.
culture cares more about itself than about your company. HOW to convert this reality into outstanding results. THE SECOND DEADLY SIN PRESUMPTION OF RAPID BEHAVIORAL CHANGE WHY your employee culture really resists change. HOW to speed acceptance of the new and different. THE THIRD DEADLY SIN PLENTY OF MANAGEMENT WHERE LEADERSHIP IS NEEDED WHY managing your employee culture won’t move it. HOW to provide real leadership—which will. THE FOURTH DEADLY SIN SAY WHAT? WHY
legend comes from the effort. This is my favorite part, and not just because I don’t have to personally do it. We strongly recommend that the document be produced as a single-sheet hard copy for each employee and that each of those copies be hand-signed by every member of the C-suite. Many of our clients feature an employee culture numbering in the thousands or tens of thousands and the immediate reaction of the C-suite signatories to this is an inspiring, “What are you, nuts? No way.” It can
senior management job description either, and Jim agrees. “One of the longest nights that I ever had as president was when CNN suddenly got kicked out of Baghdad while the war was going on,” he recalls grimly. “It meant that our people had to drive from Baghdad to the Syrian border, which was like six hours, while American planes were shooting at any moving vehicles in the area. We had a live camera set up at the checkpoint to confirm when they showed up, but we knew they might not make it. Yet
honor to work the Super Bowl, and everyone knows it. Everybody wants to do their best.” “But even superstars need pumping up,” I say. “That’s true,” he agrees, “but I don’t do a lot of rah-rah before the game. I do tell them, ‘Hey, you never know what will be the moment that everybody remembers from this Super Bowl. You could be the cameraman who has that or the tape guy who has the replay. If people remember it, they’re going to remember it for a long time.’ Then I counter the pressure by
unmoved by close proximity to most, but our last night there, hanging at the bar with Chris, Win and Régine of Arcade Fire, and Bob Marley’s daughter, drinking Blackwell Dark Rum (yeah, the guy has his own rum) as the waves lapped nearby and the warm Jamaican breeze tickled the trees, I began to give serious thought to ditching everything, moving there, and becoming a goat farmer. A couple of keynotes, a couple of goats: I could make it work. And finally, I can’t imagine a better compliment to a