8. • “WHEN I GET _____, I’LL BE HAPPY”
• “WHEN I ACHIEVE _____, I’LL BE HAPPY”
• LOTTERY WINNERS
• TERMINALLY INJURED OR DISABLED
OUR BRAINS ARE
HARDWIRED
TO SEEK
HAPPINESS.
YET WE’RE
SUPERBAD AT
PREDICTING
WHAT CAN
SUSTAIN IT.
17. THE CULTURE BOOK
WHAT IS IT?
COMPLETELY UNEDITED
EXCEPT FOR TYPOS AND SPELLING
SNAPSHOT OF CULTURE EVERY YEAR
NOW THEIR BRAND BOOK TOO
COPIES OUTSIDE AT REGISTRATION TO CHECK OUT
FOR YOUR OWN COPY, JUST EMAIL ME
JENN@DELIVERINGHAPPINESS.COM
18. EVER WONDER IF
ANYONE READS
CORE VALUES ON THE
BOARDROOM PLAQUE
(LET ALONE LIVE BY THEM)?
19. CORE VALUES
AT ZAPPOS
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and a Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With Communication
7. Build a Positive Team and Family Spirit
8. Do More with Less
9. Be Passionate and Determined
10. Be Humble
20. CULTURE AND CUSTOMER SERVICE
SEVERAL BILLION $ COMPANY
1999 – TODAY
NOV ‘09 AMAZON ACQUIRES ZAPPOS
$1.2 BILLION**
*GROSS MERCHANDISE SALES **SHARE VALUE AT THE TIME OF CLOSING
21. TH A CULTURE OF HAPPINESS
+ EFFECTS OF
HAPPINESS AT WORK
= BOTTOM LINE
BENEFITS
22. * 3x Higher Cumulative Stock Market Returns , Russell Investment Group, GPTW 2015
ROI OF HAPPINESS
BEST CO’S
NEARLY 3X
HIGHER
RETURNS
23. employees in the world
DISENGAGE
D
in lost
PRODUCTIVI
TY
(U.S. alone)
27. HAPPINESS AS A
BUSINESS MODEL
1. COMMITMENT
2. CORE VALUES
3. TRANSPARENCY
4. VISION
5. RELATIONSHIPS
6. THE RIGHT TEAM
LESSONS
LEARNE
D
?
28. 1. COMMITMENT
DO YOU WANT TO BUILD A
LONG-TERM, SUSTAINABLE
BRAND?
ARE YOU WILLING TO COMMIT
FINANCES, RESOURCES, AND
TIME TO IT?
HOW LONG WILL IT BE A
PRIORITY?
29. 2. DEFINE YOUR
CORE VALUES
IT’S HARD.
START EARLY.
WHAT ARE YOUR
- COMPANY’S
- PERSONAL
CORE VALUES?
DO THEY ALIGN?
30. 3. COMMIT TO
TRANSPARENCY
BE REAL. BE YOURSELF.
WHEN PEOPLE ARE, THERE’S LESS TO FEAR.
(WHILE SAVING TIME, EFFORT AND ANXIETY)
WORK | LIFE INTEGRATION
EXAMPLES:
VENDOR EXTRANET
TWITTER.ZAPPOS.COM
“ASK ANYTHING”
TOURS & MEDIA VISITS
ZAPPOS INSIGHTS
31. FOR
EMPLOYEES
WHAT’S THE LARGER
VISION AND GREATER
PURPOSE IN THEIR
WORK BEYOND
MONEY OR PROFITS?
FOR
ENTREPRENEURS
WHAT WOULD YOU BE
PASSIONATE ABOUT
DOING IF YOU DIDN’T
FEAR FAILURE AND
DIDN’T MAKE ANY
MONEY FOR 10 YEARS?
4. PURPOSE
32. 5. BUILD
MEANINGFUL
RELATIONSHIPSIT’S NOT ABOUT
NETWORKING.
IT’S ABOUT
CONNECTEDNESS.
IF YOU’RE INTERESTED, YOU
DON’T HAVE TO TRY TO BE
INTERESTING.
“IF THE PERSON
YOU’RE TALKING TO
ISN’T LISTENING, BE PATIENT.
MAYBE HE HAS A SMALL PIECE
OF FLUFF IN HIS EAR.”
–
33. 6. BUILD THE RIGHT
TEAM
HIRE SLOWLY.
FIRE QUICKLY.
HIRE/FIRE
BASED ON VALUES.
34. WHAT DOES THE SCIENCE OF
HAPPINESS HAVE TO TELL US?
SOME DATAAND FRAMEWORKS
LEARNED ALONG THE WAY…
40. 550,000+ COPIES SOLD
20 LANGUAGES/COUNTRIES
2010 BEST OF LISTS
NPR MARKETPLACE
INC. MAGAZINE
NEW YORK POST
READWRITEWEB
AMAZON CUSTOMER FAVORITE
#1 BESTSELLER LISTS
NYTIMES
WSJ
AMAZON
BARNES & NOBLE
BORDERS
WHOA.
61. WHAT MAKES HAPPY WORK
SAMPLE CLIENT HP
EXCELLENCE.
EMPATHY &
COMPASSION.
IMPROVING HEALTH
OF COMMUNITY CULTURE OF C.A.R.E.
CONNECTEDNESS
AWARENESS/ALIGNMEN
T
RESPECT
EMPATHY
62. WHO? ME – WE - COMMUNITY
ME
=
PERSONAL ACCOUNTABILITY
_______________
WE
=
TEAM &
ORGANIZATIONAL ALIGNMENT
IMPACT-FOCUS
_______________
COMMUNITY
=
PATIENT / CUSTOMER FOCUS
64. HAPPINESS ROI
HARVARD BUSINESS REVIEW JAN-FEB 2012
BETTER RETENTION
SICK LEAVE 66%
BURNOUT 125%
TURNOVER 51%
MORE ENGAGEMENT
SALES 37%
PRODUCTIVITY31%
CREATIVITY300%
PROFITS 22-33%
65. STOP THE BLEED IN LOSS
AND UNREALIZED PROFITS
ROI OF
HAPPY CULTURES
THRU TRIAGE
66. ROI OF HAPPY CULTURE
ELTV EMPLOYEE LIFETIME VALUE
RREP RECRUITING RETENTION ENGAGEMENT + PRODUCTIVITY
RECRUITIN
G
PRODUCTIVITY
ENGAGEMENT
RETENTION
67. TRIAGE THE ROI FOR YOUR ORG
RESEARCH FROM GREENHOUSE
TRIAGE SITUATIONS TRIAGE SOLUTIONS
[1] LOW RETENTION | HIGH
ATTRITION
COSTING 150-300% OF SALARY
10 PPL X 80K = $1.2MM ADDL COSTS
[2] LOW ENGAGEMENT + OUTPUT
LOW PRODUCTIVITY | PERFORMANCE
HIGHER PEOPLE COSTS
2.5 VS 1 ENGINEER HIRES (x2.5 EXPENSES)
[3] WHERE’S THE CULTURE-FIT
TALENT?
ZAPPOS 100MM IN WRONG HIRE LOSSES
CREATE A SUSTAINABLE CULTURE
INCREASE TENURE BY 3-5 YEARS
IMPROVE LEADERSHIP TRAINING
(50% LEAVE BC OF MANAGER; 33% BC OF CULTURE)
ALIGN COMPANY PURPOSE/VALUES
WITH EVERYONE
HAPPIER EMPLOYEES = MORE ENGAGED
31%+ MORE PRODUCTIVE
BETTER RECRUITS THRU CULTURE
PERFORMANCE + OUTPUT
(E.G. >20% SALES, >22% PROFITABILITY)
74. ?
MAKE PATIENTS + EMPLOYEES A PRIORITY
ALIGN 300 EXECS, 35 HOSPITALS, 55K EMPLOYEES
SCALE IN QUICKTIME FASHION
!
EXECUTIVE ALIGNMENT SESSIONS
CULTURE LEADS + TEAMS ACROSS ORG/LOCATIONS
TRAIN THE TRAINER TO SCALE
OUTCOMES
- SCALED ACROSS 55K EMPLOYEES IN LESS THAN A YEAR
- BRAND SYNONYMOUS WITH INNOVATION AND HEALTH CARE
LEADER
- IMPROVED PATIENT SATISFACTION SCORES
SUCCESS!
SCALING IN A LARGE ORG W/ BUREACRATIC LAYERS
NORTHWELL HEALTH:
REFRAMED
75. ASK YOURSELF:
HOW COMMITTED (MIND/$/HEART) AM I?
WHAT’S MY ROI OF HAPPY CULTURE?
BIGGEST NAYSAYERS CAN’T SAY NAY ANYMORE
WHO ARE MY OTHER
CULTURE CHAMPS TO MAKE IT HAPPEN?
SO…WHAT NEXT?
76. HAPPINESS AT WORK SURVEY
PRESENTATION
CULTURE BOOK
CULTURE CALL
OUR {FREE} TOOLS TO
HELP YOUR JOURNEY
Turnover. Profitability. Creativity/Innovation…especially for the design firms. Tardiness & Absenteeism- which affects Productivity
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FORTUNE 100 BEST CO’S TO WORK FOR -- THE ONES TAKE CARE OF PPL AND FOCUSD ON CULTURE = 3X HIGHER RETURNS*
--
See co’s focusing on culture changing the game and experiencing results far beyond
S&P v best FORTUNE BEST workplaces focus on culture & needs of employees reaching new heights in biz results
--
Culture defines these things (wholeness, meeting human needs, ability to be ourselves, be accepted, values, meaning in work..)
* CUMULATIVE STOCK MARKET RETURNS
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I don’t know what you say here, but I would say something like :
Paraphrase: Congrats…if you’re into this happiness thing, then good news! You’re already on the way through the first phase of the roadmap we use for our consulting work: the inspire phase. And that’s not a throwaway point…Inspiration is crucial. Until there is the feeling of possibility and shared inspiration, and an understanding of some of the facts that support it, you can’t create the momentum necessary to shift toward a sustainable happy culture. But once you and your organization have that inspiration, the sky is the limit.
You can then shift to the next phase: ”Assess”. ’You need to measure (quantitatively and qualitatively) your culture accurately to create a baseline measurement, which helps you to figure out what is working and what improvements can really be made. Traditionally, culture and happiness have been challenging to measure, s they were considered fluffy. But as we’ve shown today, we know it’s not. To that end, we’ve worked to offer two different surveys, one for culture and one for happiness…etc etc…
NOTE: I could also imagine some slide animiation
NOTE: In the notebook, you’ll find links for both assessments! Take them for a spin.
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Our DH model for a sustainable culture is…
Starting with a foundation - strong values that your team/talent/employees truly live by day-to-day
Being guided by metrics and science to maximize individual + team productivity
Having a higher purpose that your employees + customers + the world (our Me/We/Community model) are inspired by
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Accolade Leadership Behaviors | 360 Feedback Survey Questions
ME > WE > COMMUNITY | PERSONAL ACCOUNTABILITY > SUPPORTS COLLEAGUES > CLIENT + CUSTOMER FOCUSED
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PPT version
JENN- RREP
recruiting
retention
engagement
Productivity
ADD CALLOUTS to illustrate what the pains are, that they have but might not know
Culture summit speaker- from greenhouse
Describe what this is in CLEAR way
Co’s always talking about the customer lifetime valuye
Never serously thought about what the emp lifetime value is
Just as imp if not more
Hard to put it to roi
But can put it to roi
Recruiting hirining onbarding managing of that persontraining and then the culture and management determines how long the emp stays
Each of these points are what we’re addressing in culture of happiness
Attration retention hiring
This is how we can be more scientific and measurable on roi of emp happiness
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Systems are under-developed and the multinationals come in and don’t like the lack of systems and process at this growing and under development.
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