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© 2010 REALeadership Alliance and Will Marre FROM APPLE TO ZAPPOS.

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Presentation on theme: "© 2010 REALeadership Alliance and Will Marre FROM APPLE TO ZAPPOS."— Presentation transcript:

1 © 2010 REALeadership Alliance and Will Marre FROM APPLE TO ZAPPOS

2 © 2010 REALeadership Alliance and Will Marre You learn the most from the extremes - your biggest fans and your biggest critics. ZAPPOS

3 © 2010 REALeadership Alliance and Will Marre CultureBrand

4 The benefits of efficiency are over estimated. The erosion of value by underwhelming service is invisible until its too late. The most powerful branding is direct human contact. Make it count. - Zappos

5 © 2010 REALeadership Alliance and Will Marre If you are frustrated … Look in the mirror. If you want to know what your culture is …. ASK. The Online Culture Book: Why do you value and enjoy working at or with Zappos? What makes us different from other companies? ( words)

6 © 2010 REALeadership Alliance and Will Marre Why are we so exhausted? Its not the JOB that wears us out. Its the playground rules and forced conformity that burns us out.

7 So, you want innovation? THE ULTIMATE DIVERSITY IS INDIVIUALITY Our own uniqueness drives positive innovation and sustained enjoyment. Bring all of yourself to work and do something extraordinary everyday. - Zappos

8 © 2010 REALeadership Alliance and Will Marre B E D i f f e r E n t!

9 © 2010 REALeadership Alliance and Will Marre A Culture of Talent: A Commitment to Mutual Engagement What if all employees are expected to be extreme experts in something that matters in 5 to 7 years? What if this was a job requirement? Required Courses Majors Electives Company History Company Culture Values in Action Communication Conflict Resolution Negotiation Presentation Skills Coaching Finance Science of Happiness Leadership Essentials Personal Energy Design 101 Fashion Trends Marketing Brand Building Web 2.0 Customer Intelligence Lean Thinking Diversity & Innovation Sustainability Public Relations Drawing Sculpting Model Making Guitar Yoga Belly Dancing Jazz Piano

10 © 2010 REALeadership Alliance and Will Marre Great cultures are friendly, warm and exciting because thats how humans thrive. - Zappos

11 © 2010 REALeadership Alliance and Will Marre We strive to be more than the best in the world. We want to be the best for the world. - Cisco

12 © 2010 REALeadership Alliance and Will Marre If you aint FIRST, youre LAST. - Ricky Bobby

13 © 2010 REALeadership Alliance and Will Marre We are on the offense. Always. - Nike

14 © 2010 REALeadership Alliance and Will Marre How does Pixar bat 1000? 11 MOVIES, 24 OSCARS, $5.5 BILLION Great People, Great Process, Great Culture If you give a good idea to a mediocre team, they will screw it up; if you give a mediocre idea to a great team, they will either fix it or throw it away and come with something that works. - Pixar

15 © 2010 REALeadership Alliance and Will Marre Each person should be given creative ownership of even the smallest task. - Pixar

16 Strategic Culture Cultures that create unique value are the result of great leaders who inspire and empower their people to do something that vitally matters to people. Period. - IBM

17 © 2010 REALeadership Alliance and Will Marre Do you INTRIGUE, ENGAGE and ENRICH everyone who comes in contact with your brand? THE PROBLEM

18 Innovate for a BETTER world. In the 21st century there is only one path; we must be pro people, pro planet and pro innovation. Thats the only way we will grow. - Nike

19 © 2010 REALeadership Alliance and Will Marre WHAT IF BUSINESS HAD A BIGGER PURPOSE?

20 © 2010 REALeadership Alliance and Will Marre Building a smarter planet…is a recipe for radically expanded economic and societal opportunity. IBM

21 Radical Innovation Requires Radical Courage RETHINK your business to put your old business OUT OF BUSINESS!

22 © 2010 REALeadership Alliance and Will Marre Our business isnt making stuff or selling stuff. Its helping people reach their true potential. - Nike More Dots to Connect

23 © 2010 REALeadership Alliance and Will Marre Make Your Difference Remembering that you are going to die is the best way to make sure you dont waste your time doing things you dont believe in. - Steve Jobs

24 Do less harm. Give Back Unique value that improves the world. We need to make it easy for our employees to live their values. --Kellogg s Nourishing our consumers, neighbors, employees, and our planet. --Campbell s The Evolution of CSR/Sustainability And Business Strategy CSR

25 © 2010 REALeadership Alliance and Will Marre Stand in your truth. - Campbells We engage our employees and consumers when we declare our commitment to a better world and deliver on that commitment.

26 © 2010 REALeadership Alliance and Will Marre The best ideas come from examining the number of different ones we can dream up. - Pixar Culture of Learning, Inclusion, Innovation

27 © 2010 REALeadership Alliance and Will Marre Strategy for Life What Are You Trying to Accomplish? Physical ……….Health: vitality Emotional Social Mental Spiritual ……….Contentment: life harmony ……….Relationships: mutually supportive intimacy ……….Self Respect: capability, expertise, results ……….Meaning: purpose, motives, value congruence

28 © 2010 REALeadership Alliance and Will Marre What Strategies Will Get Us There? Infantile Over Work Over Consumption Over Indulgence Payoff: Tangible, Immediate Purposeful Harmony Investment Enjoyment Payoff: Deep Life Satisfaction

29 How do we know if we are implementing the right strategy? TimeAttention MoneyEnergy WORK LIFE

30 © 2010 REALeadership Alliance and Will Marre SELF-CONCEPT (Extrinsic) RESULTS (Extreme) MEANING (Intrinsic) Human Motivation

31 The Secret of Life People who are the most healthy, live longest, best educated, happily married, and financially secure, AND are the most satisfied have one thing in common… They over-invest in their future instead of over-withdrawing from their present.

32 © 2010 REALeadership Alliance and Will Marre Human Motivation Fulfillment Helping Balance Status Safety Biological Capabilities Belonging Pleasure Goals Integrity

33 © 2010 REALeadership Alliance and Will Marre Strategic Culture Alignment POWERSYSTEMS CULTURE LEADERSHIP Support No Buy-InBroad Buy-In Low Engagement High Engagement Full Commitment Overt/Covert Resistance Systems Alignment Vision Storytelling Role Modeling Proof Points Anecdotal Proofs Aligned Priorities Brand Pride Loyalty Unexpected Innovation Belief Networks Collaboration Customer Centric Knowledge Firing Threats Layoffs Incentives Training Metrics Budgeting Business Planning Talent Mgt. Process Systems

34 © 2010 REALeadership Alliance and Will Marre Creating Strategic Culture Intention Behavior ValuesBeliefsStory 1. What are our organization s present and future goals? 2. What attitudes and behaviors do we see and feel? 3. Will these behaviors and attitudes help us achieve our goals? 4. What values and priorities seem to be driving the attitudes and behaviors? 5. What beliefs might be driving the values and priorities? 6. What old story (cause + effect narrative) is driving your current belief system? 10. What new story (cause + effect narrative) needs to drive an aligned belief system? 9. What beliefs must be embraced to achieve our goals? 8. What changes in values and priorities are needed? 7. What attitudes and behaviors will help us achieve our present and future goals? Will, I don t know what you want to do with this. The boxes don t flow to me. Please call.

35 © 2010 REALeadership Alliance and Will Marre Strategic Culture Unique Value Creation Over- Invest Eliminate Career Path Training And Dev. Rewards And Recognition Business Planning Budgeting Talent Management


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