Making Some Room:
Strategies that Turn
New Staff into New
The Ideal you.
What you strive for.
Difficult to achieve, uncomfortable.
Steers the work that people do.
“Atlantic Canada’s Law Firm”
“Where Great Minds Meet”
University of Saskatchewan
“The standard of excellence in all of the
businesses and services the member
What you do best How people can rely on you Strives for the Vision
Action-oriented The Super-Hero You
“to organize the world's information and
make it universally accessible and useful.”
To attract and attain customers with high –
valued products and services and the
most satisfying ownership experience in
What is non-
negotiable? What is important?
Unique character/behavioral traits of stakeholders.
you take a stand?
How an interviewee could flub if he/she did not do his/her homework.
• “Focus on the user and all else with follow.”
• “It’s best to do one thing really really well.”
• “Fast is better than slow.”
• “Democracy on the web works.”
• “You don’t need to be at your desk to need an answer.”
• “You can make money without doing evil.”
• “There’s always more information out there.”
• “The need for information crosses all borders.”
• “You can be serious without a suit.”
• “Great isn’t good enough.”
- “Dedication to every client’s success.”
- “Innovation that matters – for our
company and for the world.”
- “Trust and personal responsibility in all
The Rest of the Stuff
Goal Setting – What does success look
Key Initiatives -- The Check List
“We have completed, for the most part,
the task of restructuring the institution.
Our success is going to be a function of
personal behavior – the behavior of each
and every one of us.”
Louis V. Gerstner Jr. - President of IBM in 1998