Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement

1. GREEN GOLDFISH BEYOND DOLLARS: 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT & REINFORCE CULTURE WHATʼS YOUR GREEN GOLDFISH “Stan is the sherpa that guides executives along the journey between the heart and mind of business stakeholders. Stakeholders arenʼt always customers though. At a time when company vision and culture matters more than ever, it takes inspired and engaged employees to bring them to life.” GREEN GOLDFISH BRIAN SOLIS, AUTHOR OF WHATʼS THE FUTURE OF BUSINESS #WTF, THE END OF BUSINESS AS USUAL & ENGAGE! “So often overlooked, and so very vital to building company value... empowering employees to support each other and the brand. Stan Phelps ʻgetsʼ it and Green Goldfi sh will walk you step-by-step though achieving this critical goal.” GREEN GOLDFISH BEYOND DOLLARS: 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT & REINFORCE CULTURE TED RUBIN, AUTHOR OF RETURN ON RELATIONSHIP “Great customer centric organizations only exist because of engaged and empowered employees. The Green Goldfi sh is packed with awesome examples of what world class companies are doing today to inspire and reward their employees. If you see value in truly building an “A Team,” Green Goldfi sh will be, without question, your single best reference.” st ABOUT THE AUTHOR Stan Phelps is the founder of 9 INCH, a speaking and training consultancy that in- spires leaders to win the hearts of employ- ees and customers. He has over 20 years of global marketing experience with IMG, adidas, PGA Worldwide Exhibitions, and Synergy. Phelps is an IBM Futurist, a TEDx speaker, and a contributor to Forbes. He has written four books and has spoken at over 100 events in 10 countries. A recognized ex- pert in customer experience and employee engagement, heʼs been an adjunct profes- sor at NYU. Phelps holds a J.D./M.B.A. from Villanova and a certifi cate in Achieving Breakthrough Service from Harvard Business School. He lives in Cary, NC with his wife Jennifer and two boys Thomas and James. www.9INCHmarketing.com CHRIS ZANE, FOUNDER AND PRESIDENT OF ZANEʼS CYCLES & AUTHOR OF REINVENTING THE WHEEL, THE SCIENCE OF CREATING LIFETIME CUSTOMERS “Stan Phelps takes customer service to a whole new level by focusing on EMPLOYEE service, and how to do well by your employees - so they take care of your customers. Packed with stories, insights and R.U.L.E.S. any company can follow, this book is a must-read for managers of companies of all shapes and sizes who know that employees donʼt leave jobs - they leave managers, especially when they donʼt feel your love and appreciation. Pick this up, and start engaging your team and making more GREEN! by Stan Phelps PurpleGoldfish.com PHELPS PHIL GERBYSHAK, AUTHOR OF THE NAKED TRUTH OF SOCIAL MEDIA BEYOND DOLLARS: 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT & REINFORCE CULTURE Stan Phelps Foreword by Ted Coiné Author of Five Star Customer Service and Spoil ‘Em Rotten! ABOUT GREEN GOLDFISH Green Goldfi sh is based on the simple premise that employees are the key drivers of customer experience and that “Happy Employees Create Happy Customers.” The book focuses on 15 different ways to drive employee engagement and reinforce a strong corporate culture. It is the second book in the goldfi sh trilogy.

2. “If you’re looking for ways to inspire your employees to love your company, and if you’re smart enough to realize that money can’t buy you love, then you need real-life, uber- successful examples from real-life, uber- profitable companies. Look no farther! In this book, you’ve got examples from hundreds and hundreds of companies.” - Ted Coiné, author of Five Star Customer Service and Spoil ‘Em Rotten!

3. The Idea: The Simple Premise That Employees Come First And “Happy Employees Create Happy Customers” The Challenge: How can you Reinforce A Strong Corporate Culture, Improve Employee Engagement + Drive Positive WoM with ONE effort?

4. A Solution that Sticks Green Goldfish is about Differentiation via Added Value Giving Little Unexpected Extras (GLUE) Drive Employee Engagement and Reinforce a Strong Culture “Engaged organizations grew profits as much as 3 x 3 x faster than their competitors.” (Source: Corporate Leadership Council)

5. The book is based upon research conducted for the Green Goldfish Project. The Project crowd sourced 1,001 examples of companies that provided signature extras for employees. http://list.ly/list/1OE-green-goldfish-project

6. Where’s The Happiest Place to Work in America? Google was crowned the "Happiest Company in America." The rankings were based on 100,000+ worker-generated reviews spanning over 10,000 companies. (CareerBliss)

7. Dropping the Hammer on Why? probably go years without working. Why are they working? They’re working because they like doing something, they believe in what they’re doing.” (NY Times) According to CEO Larry Page, “I believe in a world of abundance, and in that world, many of our employees don’t have to work, they’re pretty wealthy and they could But maybe there’s another reason. Here is a quote from Page's Commencement Address at the U. of Michigan: “My father’s father worked in the Chevy plant in Flint, Michigan. He was an assembly line worker...My Grandpa used to carry an "Alley Oop" hammer – a heavy iron pipe with a hunk of lead melted on the end. The workers made them during the sit-down strikes to protect themselves. When I was growing up, we used that hammer whenever we needed to pound a stake or something into the ground. It is wonderful that most people don’t need to carry a heavy blunt object for protection anymore. But just in case, I have it here." (YouTube)

8. Houston, We Have a Problem 69% of US employees are either "not engaged" or "actively disengaged"   (Source: Gallup)

9. Employee First Culture trumps strategy and principles beat rules. The entire premise of Green Goldfish is that employees must come first. Employee experience should be priority Numero Uno. Companies need to empower and create an open environment. The Amsterdam Window Canal house windows in Amsterdam are immense. They are a throwback to the modest Calvinist period when subtle expressions of wealth, such as being able to afford to pay the highest window tax, were favored by the rich. While visiting Amsterdam, Vineet Nayar, CEO of HCL Technologies, pointed to windows and asked his friend, “Why so large?” The friend mentioned all the obvious reasons like letting in light and enjoying the view of the canal, but then offered a much more interesting answer... “It keeps the house clean.” It turns out that the bigger your windows, the more glass you have, the more visible your dirt will be - to you and to everyone who visits or passes by. In Vineet's words, “If you can see the dirt, you will be much more likely to get rid of it. A transparent house has a dramatic effect on the culture inside.” (Source: Employees First, Customers Second)

10. A Foundation For Retention “When I started the agency, my goal was not to be the biggest or to have the best clients. It was simply to become the best agency to work for. I knew if we were the best agency to work for, we would then attract the best people. And that if we retained the best people, the best clients will follow.” - Tom Coyne

11. Why Green and Why a Goldfish?

12. Why Green?

13. Mardi Gras

14. Mark Twain

15. Lagniappe ? ? ? ? ? ? Meaning - The additional gift or to give more ?

16. Now why a Goldfish?

17. The Goldfish represents something small, but it was directly inspired Kimpton Hotels. A chain of boutique hotels, Kimpton embodies the doing the little something extra. Stay at any of the Kimpton properties and you’ll find: •  free gourmet coffee and fresh fruit in the lobby •  complimentary wine tasting in the afternoon •  pet-friendly accommodations My favorite perk is something a select number of the properties do for guests. Perhaps you are staying at a Kimpton for a few days, and you are getting lonely…

18. GIVE A LITTLE UNEXPECTED EXTRA Guppy Love Kimpton will give you a pet goldfish for your stay. They call it “Guppy Love.”

19. Average Goldfish = 3 to 4 inches A goldfish also represents something small. But all goldfish are not created equal. The average is three to four inches (8-10 cm) in length. The world’s largest is …

20. Nearly 20 inches or 50cm That’s nearly six times larger! How can there be such a huge difference? It turns out the growth of a goldfish is determined by five factors. The growth of your business is affected by these same five things.

21. 1. The size of the bowl or pond will determine how big a goldfish with grow. The bigger the pond or bowl, the more a goldfish can grow 1 WHAT’S THE SIZE OF THE BOWL IN BUSINESS? = _____

22. SIZE OF THE BOWL= MARKET 1

23. 2. The number of other goldfish in the bowl will also impact the growth. The more goldfish, the more difficult it is to grow. 2 1 THE OTHER GOLDFISH IN BUSINESS = ________

24. 2 NUMBER OF OTHER GOLDFISH= COMPETITION 1

25. 3. The nutrients in the water and clarity of the water will also determine how large the goldfish will grow. NUTRIENTS / CLARITY OF THE WATER IN BUSINESS= ____

26. NUTRIENTS / CLARITY OF THE WATER = ECONOMY

27. 4. The first 120 days of a goldfish life will be a factor on its growth. The better the start, the bigger it can get. 2 4 = _______ FIRST 120 DAYS OF LIFE IN BUSINESS

28. FIRST 120 DAYS OF LIFE = START-UP OR NEW PRODUCT 2 4

29. 5. The genetic makeup of a goldfish will also determine how big it will grow. The more it stand outs, the better. 2 = _______ WHAT’S GENETIC MAKE-UP IN BUSINESS

30. ITS GENETIC MAKE-UP = DIFFERENTIATION

31. Five Factors #1. MARKET #2. COMPETITION #3. ECONOMY #4. FIRST 120 DAYS #5. DIFFERENTIATION Assuming you’ve already been in business for four months, what’s the only thing you have control over?

32. Five Factors #1. MARKET #2. COMPETITION #3. ECONOMY #4. FIRST 120 DAYS #5. DIFFERENTIATION The only thing you can have control over is how you differentiate yourself. The little things you do to stand out in a sea of sameness?

33. BEYOND DOLLARS, HERE ARE 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT 1. Recruiting, 2. Onboarding, 3. F&B 4. Shelter, 5. Wellness, 6. Time Away, and 7. Modern Family 8. Team Building, 9. Retirement, 10. Attaboys and Attagirls, 11. Flexibility, and 12. Transparency 13. Training, 14. Paying it Forward, and 15. Empowerment { { { BASICS BELONGING BUILDING

34. 1. Recruiting Finding the right fit(s) for your organization ? FBNA is an acronym for "Free Beer, No A--holes." It is the pseudo tagline for marketing agency Ryan Partnership and an unofficial mantra for many others. Some like the Australian software company Atlassian make it a hiring requirement. The company has a recipe for selecting potential hires called the “beer test” according to co-founder Mike Cannon-Brookes, “I ask myself would I find it interesting to have a beer with this job applicant?”

35. 2. Onboarding months Research shows that employees make the critical decision to stay or leave within the first six ? "The way you manage the transition of somebody into your culture speaks volumes about the culture to the person coming in” Asana (#143) minimizes chores for new hires. They set up their desk / computer in advance and provide $10K for further customization.

36. Little things like F+B can make a big difference. Even silly things like M&M’S 3. Food & Beverage SAS Institute (#437) – “You have two choices. You can spend money on employees or headhunters and training, and it's about the same amount of money. So why not spend it on the employees?" - SAS Institute Founder Dr. James Goodnight

37. 4. Shelter The design of the workplace and where people are situated will influence collaboration and engagement ? Kayak.com (#64) has an open office environment. Tip: Kitchens are Key

38. Without health, we have nothing. More than health, wellness is about enhancing productivity 5. Wellness Reebok (#4) - This benefit reinforces the company’s new mission: to get consumers moving. Participants at HQ lost over 4,000 pounds collectively during its first year.

39. Time off is not only valued by employees, it’s regenerative. Like aspirin, it only works if you take it. 6. Time Away Full Contact API (#19) - "One, you actually have to take a vacation to get the money (a full week gets a payout of $7,500). Two, you have to disconnect from work, so that means no calls, no emails, no tweets and no work of any kind."

40. Families have changed. Today’s employers needs to deal with modern issues such as same-sex spouses, infertility, adoption, parental leave, day care, and eldercare 7. Modern Family ? Aetna Life & Casualty Co. (#68) reduced resignations of new mothers by 50 percent by extending its unpaid parental leave policy to six months, saving the company one million dollars a year in training, recruiting and hiring expenses.

41. 8. Team Building A team that plays together, stays together ? Snagajob (#62), the Culture Squad organizes the annual Office Olympics, during which employees [Snaggers] are divided into competing nations—and dress the part.

42. Going the extra mile to prepare and take care of employees for life after work 9. Retirement? Google (#40) - Should a U.S. Googler pass away while under the employ of the search giant, their surviving spouse or domestic partner will receive a check for 50% of their salary every year for the next decade.

43. 10. Attaboys & Attagirls Recognition fuels performance ? 43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement. (Source: Towers Watson) “YOU MATTER. These two words can change your mood, change your mind, and have the power to change lives and the world if we understand and leverage them in the right way.” (Source: Angela Maiers, TED Talk June 2011)

44. Take Note: The Best Things in Life are Free ? Campbell Soup (#21) - Doug Conant wrote 30,000 handwritten notes during his 10 year tenure as CEO at Campbell’s. A recent study reported that Fifty-seven percent of respondents indicated that the most meaningful recognition was free. Just look at some of these quotes to judge the impact: “I received a hand written thank you in the mail from my manager and my CEO. I smiled like an idiot." - Bill A. "I got a bonus with a handwritten note. I read the note several times; even took a picture of it. Bonus was good, too but no picture." - David H.

45. 11. Flexibility No longer an extra, flexibility is an expectation BEST BUY (#13) - The goal at Best Buy is to judge performance on output instead of hours. The program aims to weed out "presenteeism": employees warming their chairs all day but not getting much done. There are no schedules, no mandatory meetings. [R.I.P. - Hubert Joly abolished ROWE at Best Buy on 3/4/13]

46. 12. Transparency Atlassian (#47) embraces transparency wherever at all practical, and sometimes where impractical. All information, both internal and external, is public by default. In the words of Louis Brandeis, “Sunlight is the best disinfectant.” Rule #1 of 5 Core Values: Open Company, No Bullsh*t Of seventy-five possible drivers of engagement the ONE extent to which employees believed that their senior management had a sincere interest in their well‐being. ONEthat was rated as the most important was the

47. 13. Training Investing the development of your team Evernote #83 - Lessons from a Trident nuclear submarine. As an officer, you have to know how to do everyone else’s job. At Evernote, employees can opt to be part of officer training. They then get scheduled into 1 or 2 meetings a week to learn about different parts of the company. STAT: 75% of people voluntarily leaving jobs don't quit their jobs; they quit their bosses. (Source: Roger Herman)

48. 14. Paying it Forward Giving back reinforces a sense of purpose ? Hewlett Packard(#52) empowers employees to make a difference and give back. Let's do the math: 4 hours per month x 300,000 employees = 1,200,000 hours of HP social impact.

49. Tapping into the creativity of your team powers innovation 15. Empowerment ? 3M (#53) launched the 15 percent program in 1948. After forty plus years in the red taught 3M a key lesson: Innovate or Die, an ethos the company has carried dutifully into the 21st century.

50. Don’t Think Trojan Horse Start Small Here is a great analysis by Peter Fryar on the concept of Trojan Mice [Goldfish]: Much change is of the “Trojan horse” variety. The planned changes are presented at a grand event (the Trojan Horse) amid much loud music, bright lights and dry ice. More often than not, however, a few weeks later the organization will have settled back into its usual ways and rejected much of the change. This is usually because the change was too great to be properly understood and owned by the workforce. Trojan mice [Green Goldfish], on the other hand, are small, well focused changes, which are introduced on an ongoing basis in an inconspicuous way. They are small enough to be understood and owned by all concerned but their effects can be far- reaching. Collectively a few Trojan mice [Green Goldfish] will change more than one Trojan horse ever could.