CanFit Pro Firms of Endearment

@JTActiveMgmt #CFPT011

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How world class companies profit from passion & purpose.

What we can learn from them to make our businesses stronger.



What is a FoE in Corporate Speak?

A company that endears itself to all stakeholders by bringing the interests of all stake holder groups into strategic alignment.

These companies meet the tangible and intangible needs of their stakeholders in ways that delight them and engender affection for loyalty to the company.



Which means . . .FoEs strive for a share of the heart with every one they interact with:

• They earn a share of the customer’s heart and will then gladly share a bigger portion of their wallet;

• They earn a share of the employee’s heart, who will then take a quantum leap in productivity & work quality;

• They emotionally bond with their suppliers, which means a benefit to them in responsiveness and superior offerings; and

• They give communities reasons to feel pride in your presence in the community.



Which means . . .



Who We AreThese five statements explain what we’re all about: 1. We care about and listen to our people. 2. High standards are a way of life. We pursue excellence in everything we do. 3. We make a difference in every community we serve. 4. We respect our people. 5. We empower our people to make decisions that improve their work and benefit our customers and our company.



The President, Danny Wegman says, “Something our competitors don’t have & our customers can’t get anywhere else is our staff’s knowledge.”



For their Team:•Up to 2 months per year with full pay, to volunteer with an environmental cause of their choice.•‘Green benefits’ - $2K rebate in you purchase a hybrid vehicle, •“Brain Food Classes” on surfing, yoga, time management, business communication, even European history!•Cafe serves healthy, local & organic food•Subsidised on-site child care – parents often have lunch with the kids in the company cafe.



For their Suppliers:They must meet specified quality, environmental compliance and social responsibility standards.

Why do supplier often undertake restructuring to be a Patagonia supplier? •The high regard Patagonia have for their suppliers. •They know they choose their suppliers based on quality, responsiveness and social conscience not price.



Every one to two years they choose an environmental crisis to devote most of our energy towards (see our Current Campaign), but that doesn't mean we turn our backs on other important issues. Here you'll find information and action alerts on environmental issues that won't necessarily appear in our catalogues or retail stores:* Arctic National Wildlife Refuge* Oceans as Wilderness* Don’t Dam Patagonia* Stop Global Warning March



Good Neighbours Stay Vitally Connected

Throughout Harley-Davidson's history, the Company has remained vitally connected to neighbours and neighbourhoods in all the communities where we have facilities, eager to reach out with a big heart and a helping hand. Together, Harley-Davidson and its employees strive to open NEW ROADS OF POSSIBILITY for others... starting in our own back yards.One of Harley-Davidson's core priorities is to support the communities where we have facilities. The company and the Harley-Davidson Foundation accomplish this by supporting various community programs. Our employees also contribute time and money.



54% share of the market in the US, 16% in Japan, 10% in Europe, 38% in Australia – could have more but have agreed with US dealers not to sell more than 30% of it’s supply of bikes overseas, in order to meet the domestic needs first.

They ask 50 employees each year to help review company grants and company giving.

Harley Davidson Learning Centre for staff to continuously learn and train to do their jobs better plus other functions within the organisation.

Understand unions are a stakeholder, so involve them in planning for the company’s future



Starts with a week long orientation: Foundation Week, where the store manager will spend one full day with them.

Tagline: ‘Contain yourself’

Staff encouraged to “Think out side the box’

They have a ‘Fun Committee’

241 hours of training in year one compared with 7 as the industry standard and then 160 hours each year thereafter.

Financial statements are available for all the staff, even though it is privately owned.



Five core values: safety, caring, integrity, fun and passion.

New employee orientation consists of 1 hour with President Dave Barber & 1 hour with CEO David Neeleman on airline economics & 1 hour with Vincent Stabile, VP of People, for a discussion on company culture & values.

People Department instead of Human Resources Department

JetBlue’s CEO, David Neelman flies the airline at least weekly and walks the aisle talking to customers.

JetBlue Crew Member Crisis Fund – every staff member contributes to a fund which is accessed if an employee is in crisis.

3P’s – Great people drive solid performance which generates prosperity for all.

Support more than 75 charities per month in the cities they serve. These are donations usually of round trip vouchers.



http://www.jetblue.com/p/about/ourcompany/promise/Bill_Of_Rights.pdf



In it’s early years the employees came up with a plan to run a 4 plane schedule with just 3 planes. To do this everyone pitched in (including pilots) to turn the plane around in 10 minutes!

“Recognising that our people are the competitive advantage, we deliver the resources and services to prepare our people to be winners, to support growth & profitability within the company, while preserving the values and special culture of Southwest Airlines.”



‘Culture Committee’ which has 96 employees nominated by fellow staff from al levels of the company to ensure the corporate culture: ‘do whatever it takes to create, enhance, and enrich the special Southwest spirit and culture that has made it such a wonderful company/family.’“A company is much stronger if it bound by love rather than be fear.”



“20% Time” – employees can spend 20% of their time at work working on individual projects. This has lead to new company offerings!

To help with work-life balance they offer: gourmet food, free massages, dry cleaning, counselling, legal services, showers, a games room, doctor on site and fully equipped gym.

Employees who work on outstanding company projects receive the ‘Founder Award’ – the first two have been restricted stock worth $12m!



“Shareholders are better off in the long run when the company is doing good things for the world even though they might have let go some profits in the short run.”

Larry Page & Sergey Brin

Founders



Core values: humanity, humility, integrity, and excellence

They check computer log in times and if there are strange hours or week end work, they realise that that individual has a lack of resources and staffing.

“Nothing is more wasteful than to burn up people,” Jeffrey Swartz, CEO

“At the centre of our challenge as an enterprise is a fundamental obligation to innovate and operate as a community of leaders—aligned around a set of values: humanity, humility, integrity and excellence. More than mere words, these beliefs stand at the foundation of all we pursue—in relationships with stakeholders, as stewards of the company’s mission, and as engaged citizens committed to sharing strength in our global community.”

Jeff Swartz, President & CEO, The Timberland Company



Within a 2 year period they helped 20,000 part time employees attend college – ‘Earn & Learn Program.’ They worked with 242 Colleges to defer billing to students to make education more affordable and encouraging involvement.

30,000 employees have much of the company’s available shares, which means they ‘own’ the business and this will more likely lead to going the extra mile for the customers.



“We place great value in the transparency of our business and the ways in which we hold ourselves accountable.” Michael Eskew, CEO

“Triple bottom line”:•Economic – return on equity•Social – employer of choice index, total charitable contributions, car accident frequency•Environmental – fuel efficiency, emission targets, noise requirements



One of the fastest organically growing banks in America

The Service philosophy: “Involved today, Improving tomorrow."

‘Yes Bank’ – it takes one person to authorise a loan and two to say ‘no’, so they emphasis to the community that taking a loan is not stressful by calling themselves the Yes Bank.



WOW department lead by Dr Wow and this where all the praising emails, letters and call go to. WOW Awards Ceremony – employees walk down a red carpet and are given trophies from the CEO

‘Kill the Stupid Rule’ – if employees suggest a better way of doing things they are paid $100.



WOW department lead by Dr Wow and this where all the praising emails, letters and call go to. WOW Awards Ceremony – employees walk down a red carpet and are given trophies from the CEO

‘Kill the Stupid Rule’ – if employees suggest a better way of doing things they are paid $100.

“You are all cult members and if you can’t buy in, this isn’t a place for you.”

Vernon Hill



The CommerceWOW!Zone is a financial literacy program that teaches children about the value of money. By reading stories and participating in activities and games, your child will learn financial skills that are applicable in the real world.

The CommerceWOW!Zone.com is a safe site for your child to explore, and is fully compliant with the COPPA laws outlining Internet safety for children. If you'd like to learn more about COPPA, please click here.

Additionally, we provide parents with worksheets that help you introduce the concepts of money and the principles of saving, banking and investing to your child.

Commerce Bank can also create a program or provide a tour of your local store for your civic or community group.



New Balance Foundation Our core focus is the prevention of childhood obesity, an important endeavour we believe will significantly contribute to the overall health and well being of our communities.

At the same time, we recognise the additional needs of our local communities and strategically contribute to other program areas primarily targeting underserved youth.

Our secondary program areas include Education & Athletics, Health & Human Services, Arts & Culture and Environment.

The Foundation also responds to Disaster Relief around the globe as needed.



Nike Values

Winning

Roar of the crowd

Extreme effort

The smell of sweat

Physical development

Nike appeals to the youthful masculine, narcissistic self

New Balance Values

Improvement of self

Inner harmony

Balanced effort

The smell of nature

Spiritual development

New Balance appeals to the feminine others-centred experiential self



Core values: togetherness, enthusiasm, constant desire for renewal, humbleness, will power, cost consciousness, simplicity, leadership, diversity

No travel on week ends

Managers to mentor staff through challenges and regular surveys to gauge morale levels of staff

Suppliers of wood must meet the global standards they have set, they relate to environmental standards – elimination of harmful chemicals, appropriate packaging.



Our responsibility Low prices are the cornerstone of the IKEA vision and our business idea - but not at any price. At the IKEA Group, we believe that taking responsibility for people and the environment is a prerequisite for doing good business.

Working conditionsIKEA products must be manufactured under acceptable working conditions by suppliers who take responsibility for the environment. IKEA's code of conduct defines what suppliers can expect from IKEA and specifies what IKEA requires from its suppliers.

And more . . .Climate Change . . . Forestry . . . Child Labour . . .Global Community Involvement . . National & Local Community Involvement . . .Partnerships with Stakeholders.



The employees:1.Respect for employees – they treat the staff member as a whole person & not part of the production. They show this be allowing decision making, regardless of their position in the company.

2.Transparency – FoE’s have open book management, there is no paranoia.

3.Team building.

4.Empowerment – FoE employees generally have the authority to spend whatever to fix a customers problem or make them happy.

5.Fun & balanced – promoting a fun, productive environment is great for current staff but an attractive feature for new staff.



The employees:6.Balance & flexibility – FoE believe that if employees can continue to meet their personal needs & obligations while fulfilling their professional commitments by the FoE being flexible then everyone wins.

7.In regard to training FoEs are exemplary on their focus on helping employees maximise their potential and to do so they run their own ‘Corporate Universities’

8. Celebration-intensive cultures – it all about having a party when the FoE succeed!

9.Believe in Jim Collin’s statement of ‘the right people in the right seats on the bus’ but FoE’s believe that if they have the right culture then the right people will beat your door down wanting to work for you.

10.FoE’ are superb recruiters, managers, developers, & motivators of human talent. They know how to and do build empathetic bridges to their people’s minds.



The culture of FoEs• Culture of Learning – dedication to be a learning environment.

• Culture of Trust – trust is the lubricant that allows companies, employees, customers and other stakeholders to operate with minimal frictions and maximum harmony.

• Culture of Interdependency – the working together of all stakeholders, so every one wins and everyone is strengthened.

• Culture of Integrity – only the highest level of integrity will be accepted by FoE’s.

• Culture of Transparency – in a world that allows easy access to information, FoE’s welcome this and are comfortable with sharing their business with all stakeholders.

• Culture of Loyalty – Fred Reichheld said in his book the ‘Loyalty Effect’ that “major companies replace half their customers in 5 years, half their employees in four and a half, and their investors in less than one.”



The culture of FoEs• Culture of Respect – FoE’s respect all stakeholders and do what it takes to ensure that respect.

• Culture of Belonging & Oneness – Abraham Maslow placed this as number 3 in his hierarchy of human needs – above physiological & safety needs. Average companies satisfy the physiological needs & safety needs but the FoE’s create an atmosphere of ‘love' between employees, customers and stakeholders so they all feel a sense of ownership and belonging.

• Culture of Caring – nurturing of all stakeholders as if they are members of an extended family

• Culture of Fun – there is an emotional bond between all stakeholders when they laugh with each other.



And where are you?Management salaries are relatively modest? Yes

No

Open door policy at the management level? Yes

No

The employee’s remuneration & benefits are significantly greater

than the industry standard?

Yes No

You devote a more time and money into training staff than your

competitors?

Yes No

Your employee turnover is far less than industry averages?

Yes No

You empower staff to make sure customers leave with a fully

satisfied experience?



And where are you?You make a conscious effort to employ people who are passionate

about the you & the product of health & fitness?

Yes No

You try to ‘humanise’ the company experience for customers &

employees?

Yes No

You project a genuine passion for customers & emotionally connect

with them?

Yes No

Your marketing costs are much lower and customer satisfaction &

retention is higher compared to others in their industry?

Yes No



And where are you?You view the supplier as a true partner and encourage them to help

move the company forward?

Yes No

You honour the spirit of the laws not just the letter of the law?

Yes No

You consider their corporate culture to be the greatest asset and

primary competitive advantage?

Yes No

You are innovators & breakers of conventional rules for the

industry? Yes No

___ Yes ___ No



Here is the challenge for you . . .“The real leader is not the person with the most distinguished title, the highest pay, or the longest tenure. The real leader is the role model, the risk taker. The real leader is not the person with the largest car or biggest home, but the servant; not the person who promotes himself or herself, but the promoter of others; not the administrator but the initiator; not the taker but the giver; not the talker but the listener.

Servant leaders believe in the people they lead and are always ready to be surprised by their potential. Servant leaders make themselves available. Servant leaders are committed – they are not simply holders of position. They love and care for people they lead.

Leadership is both an art and a science. Everyone is a leader and everyone can also be a servant.”

William Pollard, Chairman of ServiceMaster,1997



Justin TamsettB.Ed (Phys & Health Education)

Feel free to contact JT: [email protected]

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"What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others."

Pericles

CanFit Pro Firms of Endearment

Business

Transcript of CanFit Pro Firms of Endearment