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What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture
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What's Your Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement and Reinforce Culture

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What’s Your Green Goldfish is based on the simple premise that employees are the key drivers of customer experience and that “Happy Employees Create Happy Customers.” The books focuses on 15 different …

What’s Your Green Goldfish is based on the simple premise that employees are the key drivers of customer experience and that “Happy Employees Create Happy Customers.” The books focuses on 15 different ways to drive employee engagement and reinforce a strong corporate culture.

It's the second book in the goldfish trilogy. The first book was an Amazon Best Seller entitled, What’s Your Purple Goldfish. Purple focused on customers, whereby Green focuses on employees. Both books are based on a revolutionary new approach called marketing g.l.u.e. (marketing by giving little unexpected extras).

The book is based on the findings of the Green Goldfish Project, an effort which crowd sourced 1,001 examples of signature added value for employees. Key themes emerged from the Project. The book is filled with over 200 examples.

PRAISE FOR WHAT’S YOUR GREEN GOLDFISH

"Stan is the sherpa that guides executives along the journey between the heart and mind of business stakeholders. Stakeholders aren't 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."

- Brian Solis, author of What's the Future of Business #WTF, The End of Business as Usual and Engage!

“So often overlooked, and so very vital to building company value... empowering employees to support each other and the brand. Stan Phelps ‘gets’ it and Green Goldfish will walk you step-by-step though achieving this critical goal.”

- Ted Rubin, author of Return on Relationship

“Great customer centric organizations only exist because of engaged and empowered employees. The Green Goldfish 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 Goldfish will be, without question, your single best reference.”

- Chris Zane, Founder and President of Zane's 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 don't leave jobs - they leave managers, especially when they don't feel your love and appreciation. Pick this up, and start engaging your team and making more GREEN!

- Phil Gerbyshak, author of The Naked Truth of Social Media


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  • 1. BOOK PREVIEWWHAT’S YOUR thG R E E N st ( link o n Slide 42 )GOLDFISH "Stan is the sherpa that guidesBEYOND DOLL ARS: 15 WAYS TO executives along the journey between the heart and mind ofDRIVE EMPLOYEE ENGAGEMENT business stakeholders. At a time when company vision and culture& REINFORCE CULTURE matters more than ever, it takes inspired and engaged employees to bring them to life." - Brian Solis, author of Whats the Future of Business #WTF, The End of Business as Usual and Engage!S TA N P H E L P SEXPERIENCE ARCHITECT
  • 2. FOREWORD“If you’re looking for ways to inspire youremployees to love your company, and if you’resmart enough to realize that money can’t buy youlove, then you need real-life, uber-successfulexamples from real-life, uber-profitable companies.Look no farther! In your hands, you’ve gotexamples from hundreds and hundreds ofcompanies.” - Ted Coiné, author of Five Star Customer Service and Spoil ‘Em Rotten!
  • 3. INTRODUCTION 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 asGreen Goldfish is about tr ExDifferentiation via Added Value d te ec xp neGiving Little Unexpected Extras U eDrive Employee Engagement and tl t LiReinforce a Strong Culture g in iv G“Engaged organizations grew profits as much as 3x faster than their competitors.”(Source: Corporate Leadership Council)
  • 5. The book is based upon research conducted for the Green GoldfishProject. The Project crowd sourced 1,001 examples of companies thatprovided signature extras for employees. http://list.ly/list/1OE-green-goldfish-project
  • 6. PROLOGUEWhere’s The Happiest Placeto 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 2011)
  • 7. Dropping the Hammer on Why?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 couldprobably go years without working. Why are they working? They’re workingbecause they like doing something, they believe in what they’re doing.” (NY Times) But maybe there’s another reason. Here is a quote from Pages 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 2009)
  • 8. PREFACEHouston, We Have a Problem 69% of US employees are either "not engaged" or "actively disengaged" (Source: Gallup)
  • 9. CHAPTER 1 EMPLOYEE FIRST Culture trumps strategy and principles beat rules. The entire premise of What’s Your 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 Vineets 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. CHAPTER 2A FoundationFor Retention“When I started the agency, my goal was notto be the biggest or to have the best clients.It was simply to become the best agency towork for. I knew if we were the best agencyto work for, we would then attract the bestpeople. And that if we retained the bestpeople, the best clients will follow.”- Tom Coyne
  • 11. CHAPTER 3Why a Green Goldfish?
  • 12. Why Green?!Green is a colorassociated with thebirthplace oflagniappe . . .New Orleans.It’s one of thethree officialcolors ofMardi Gras
  • 13. CHAPTER 4Definitionof Lagniappe‘The Additional Gift’lagniappe (lãn-yãp’)Chiefly Southern Louisiana (c.1844)1. noun. a small gift presented by astoreowner to a customer with purchase2. noun. an extra or unexpected gift or benefit.
  • 14. CHAPTER 6Lagniappe is like a good JambalayaThe chef takes a look at what’s lying around in thekitchen and throws it all into a pot.There are five main ingredients for making a GreenGoldfish or if you are fan of acronyms . . . R.U.L.E.S: R elevant U nexpected L imited E xpression S ticky
  • 15. Lagniappe is like a good JambalayaRelevant1. the item or benefit should be of value to the recipient2. make sure that the item or service is a true benefit
  • 16. CHAPTER 7RelevantUnexpected1. the extra benefit or giftshould be a surprise2. think “surprise + delight”or “branded act of kindness”
  • 17. CHAPTER 8RelevantUnexpectedLimited1. if it’s a small token or gift,try to select something that’s rareor hard to find2. make sure it’s unique to yourbusiness, think “signature”
  • 18. CHAPTER 9RelevantUnexpectedLimitedExpression1. many times it comes down to the gesture2. “how” it is given, as opposed to “what” is given3. the small gift or extra is an expression andcommunicates that you care
  • 19. CHAPTER 10RelevantUnexpectedLimitedExpressionSticky1. is it water cooler material?2. is it memorable enough that theperson will want to share theirexperience by telling a friend orthree thousand?
  • 20. CHAPTER 12 9 INCH Journey to the Heart { 1” - Recruiting,Onboarding and F&B BASICS 2” - Shelter and Transparency 3” - Wellness, Time Away and Modern Family
  • 21. 1” - Recruiting 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?”
  • 22. 1” - ONBOARDING"The way you manage thetransition of somebody intoyour culture speaks volumesabout the culture to theperson coming in” Asana (#143) minimizes chores for new hires. They set up their desk / computer in advance and provide $10K for further customization.
  • 23. 1” - Food & BeverageSAS Institute (#437) – “You have two choices. You can spendmoney on employees or headhunters and training, and itsabout the same amount of money. So why not spend it on theemployees?" - SAS Institute Founder Dr. James Goodnight
  • 24. CHAPTER 13 2” - Shelter Kayak.com (#64) has an Tip: Kitchens are Key open office environment.
  • 25. 2” - Transparency Rule #1 of 5 Core Values: Open Company, No Bullsh*t Atlassian (#47) embraces transparency wherever at all practical, and sometimes where impractical. All information, both internal and external, is public by default.Of seventy-five possible drivers of engagement the ONE that was rated as the most important was theextent to which employees believed that their senior management had a sincere interest in their well‐being.
  • 26. CHAPTER 14 3” - 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.
  • 27. 3” - Time AwayFull Contact API (#19) - "One, you actually have to take avacation 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, noemails, no tweets and no work of any kind."
  • 28. 3” - Modern FamilyAetna Life & Casualty Co. (#68) reduced resignations of new mothers by 50percent by extending its unpaid parental leave policy to six months, saving thecompany one million dollars a year in training, recruiting and hiring expenses.
  • 29. 9 INCH Journey to the Heart { 1” - Recruiting,Onboarding and F&B BASICS 2” - Shelter and Transparency 3” - Wellness, Time Away and Modern Family { 4” - Team Building and CollaborationBELONGING 5” - Attaboys and Attagirls 6” - Flexibility and Control
  • 30. CHAPTER 15 4” - Team Building Snagajob (#62), the Culture Squad organizes the annual Office Olympics, during which employees [Snaggers] are divided into competing nations—and dress the part.
  • 31. CHAPTER 16 5” - Attaboys & Attagirls 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 andleverage them in the right way.” (Source: Angela Maiers, TED Talk June 2011)
  • 32. Take Note:The Best Things in Life are FreeCampbell Soup (#21) - Doug Conant wrote 30,000handwritten notes during his tenure as CEO at Campbell’s.A recent study reported that Fifty-seven percent ofrespondents indicated that the most meaningful recognitionwas 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.
  • 33. CHAPTER 17 6” - Flexibility 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]
  • 34. 9 INCH Journey to the Heart { 1” - Recruiting,Onboarding and F&B BASICS 2” - Shelter and Transparency 3” - Wellness, Time Away and Modern Family { 4” - Team Building and CollaborationBELONGING 5” - Attaboys and Attagirls 6” - Flexibility and Control { 7” - Training and Retirement BUILDING 8” - Giving Back and Paying it Forward 9” - Empowering Dreams and Goals
  • 35. CHAPTER 18 7” - Training Evernote #83 - Lessons from a Trident nuclear submarine. As an officer, you have to know how to do everyone else’s STAT: 75% of people voluntarily leaving jobs dont quit their jobs; job. At Evernote, employees can opt to be part of officer they quit their bosses. training. They then get scheduled into 1 or 2 meetings a week (Source: Roger Herman) to learn about different parts of the company.
  • 36. 7” - Retirement and theAfterlifeGoogle (#40) - Should a U.S. Googler pass away while under the employ ofthe search giant, their surviving spouse or domestic partner will receive acheck for 50% of their salary every year for the next decade.
  • 37. CHAPTER 19 8” - Paying it Forward Hewlett Packard (#52) empowers employees to make a difference and give back. Lets do the math: 4 hours per month x 300,000 employees = 1,200,000 hours of HP social impact.
  • 38. CHAPTER 20 9” - Empowerment 3M (#53) launched the 15 percent program in 1948. Afterforty plus years in the red taught 3M a key lesson: Innovate or Die,an ethos the company has carried dutifully into the 21st century.
  • 39. 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.
  • 40. Examples are Great, But...Ideate, test, implement and measure. Rinse, repeat
  • 41. Click here to buy on
  • 42. About the AuthorSTAN PHELPSExperience ArchitectStan Phelps is an “experience architect”, author, professor andpopular keynote speaker. He believes that marketing must focus ondifferentiation to win the hearts of both employees and customers.Stan motivates audiences with his insatiable desire to createmeaningful change in marketing. Having collected over 2,000examples of purple and green goldfish, he’s fluent in illustratingcomplex business concepts, communicating in ways that resonate,provoking creative thought and innovation.Driven by client objectives and inspired by bold vision, Stan workswith clients to create keynotes, breakout sessions and workshopsthat are memorable and on brand, inspiring businesses to becometalkable by design.The result: programs that win BIG.Stan received a BS in marketing from Marist College, a JD/MBA fromVillanova University and a Certificate in Achieving BreakthroughService from Harvard Business School. He lives in Cary, NC with hiswife Jennifer, their two boys Thomas & James, a Glen of ImaalTerrier named MacMurphy and rescued black cat named Rudy. speakerfile.com/speakers/stan.phelps twitter.com/9inchmarketing facebook.com/9inchmarketinge-mail: stan@9inchmarketing.com phone: +1.919.360.4702 url: 9inchmarketing.com

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