This document provides advice on building a high-performance culture. It discusses the importance of having clear values that are consistently implemented, such as through hiring, firing, and performance reviews. High-performing cultures also provide clarity, consistency, and feedback. The document advocates for investing in employees who share an organization's values and want to improve, while cutting ties with low performers. It argues that respect, authenticity, and developing people are keys to creating a successful culture.

1. 1
HOW TO BUILD A
WORLD-CLASS
HIGH-PERFORMANCE
CULTURE
October, 16, 2018
ROBERT GLAZER
Founder & CEO
@robert_glazer

2. WHAT IS A
GREAT CULTURE?
2
Not every culture is great for everyone.
Just needs to be great for whomever chooses
to work at that company.

3. 3
5 Years Ago,
I THOUGHT CORE VALUES &
CULTURE WERE RUBBISH

4. 4
These values were not, however,
what was really valued at Enron
And This Is Why

5. 5
ENRON’S
Actual Core Values
Take outsized risks
Lie, cheat and steal
Get ahead at all costs
Deflect responsibility
1
2
3
4
These behaviors were how you got
actually promoted at Enron!

6. 6
Your company’s operating system.
How your people make decisions
when you are not in the room.
CUL-TUREˈKƏL-CHƏR:
1
2
Herb

7. 7
Five Qualities of
a Great Culture
AKA “MIGHTY FIVE”

8. 8
VISION
Drive the digital marketing industry to be performance-
based and change the work-life paradigm
To lead the performance marketing industry through
innovation, respect for the brand, exceptional client service
and superior results.
OUR VISION
OUR MISSION

9. OWN IT
We step up to the opportunities in front of us, bet on our
own abilities and rise to the occasion.
EMBRACE RELATIONSHIPS
Relationships advance our personal and professional
lives, contributing greatly to our successes.
EXCEL & IMPROVE
We believe that excellence and continuous improvement
are inextricably intertwined.
VALUES

10. How
WE USE THEM
10
Hiring Firing Promoting
Awards &
Recognition Behaviors
Decision
Making

11. GOALS
11

12. CONSISTENCY
12
Hub Meetings
Company Calls
AP Summit
Feedback
Alignment System
Core Processes

13. CLARITY
13
Open Book
Core Values
All Company Dashboard
Vivid Vision
Seven Times
Alignment System
t

14. 14
Three Truths Of Employees
1. People want to be treated with respect and dignity.
2. People want to know and can handle the truth.
3. Managers own the job of great teams.

15. 15
AP IS A CULTURE OF
Respectful
Authenticity
HIGH
PERFORMANCE
RESPECTFUL
AUTHENTICITY
GOOD
HUMAN BEING

16. 16
NICE vs COMPETENT MATRIX
COMPETENT
NICE
StarDanger
JERK
INCOMPETENT
FIRED
Brilliant Jerk

17. 17
Brilliant
Jerk
Friendly
incompetent
HEALTHY HIGH PERFORMANCE

18. 18
High
Performance
vs
Good Human
Being (GHB)
v

19. 19
Consistent
HIRING PROCESS
Test For Aptitude
Define & Agree On Outcomes Screen For Values
Standardize & Control Process
Not me!

20. 20

21. 21
GROWING
Capacity

22. 22
Capacity VS Growth

23. 23
Capacity VS Growth

24. 24

25. 25
CULTURE OF
Feedback

26. The Wrong
TEAM
26

27. 27
MINDFUL TRANSITIONS™

28. 28
KEY
LEARNINGS

29. 29
Poor
PERFORMANCE

30. 30
Average
PERFORMANCE

31. 31
Great
PERFORMANCE

32. 32
AN A PLAYER
At AP Is…
Right SeatRight Person Right Time
As Your Company Evolves, What Happens
to Employees Who Don’t?

33. 33
PEOPLE WANT THE
Truth & Respect

34. 34

35. 35
When To Invest
IN PEOPLE
• The person has all core values
• They are above average or high potential
• They understand their weaknesses
and want to improve

36. 36
Biggest
MISTAKE
NEVER invest to get someone to average
Cut your losses and move on

37. 37
BEWARE OF…
People who quit and stay
(Wrong incentives can do this)
What you permit you promote
(Do as I say not as I do)

38. 39
Tools
THAT HELP
Stop/Start List
TinyPulse
360 Feedback
5-5-5 Check In
START
Doing List
STOP
Doing List
1
2
3
1
2
3
CORE VALUES
1. Own It
2. Embrace Relationships
3. Excel and Improve
QUARTERLY PRIORITIES
1. Launch new website
2. Hire an analyst
3. Take advanced SEO training
JOB RESPONSIBILITIES
1. Lead, Manage & Hold Accountable (LMA)
2. Deliver $1M in new leads
3. Manage global brand standards
4. Manage department P&L
5. Obtain national press

39. 40

40. 41
…Five
YEARS LATER
REVENUE GROWTH
500%
EMPLOYEES
25 - 125
ENTREPRENEUR 360
Best Company
2017
INC.
Best Workplace
2017
INC. 500/5000
2013, 2014, 2015, 2016
GLASSDOOR
#4 Best Places To
Work 2018
IPMA
Most Effective Large
International Agency
SMALL GIANTS
America’s Best Small Companies
2018

41. 42
100AVERAGE APPLICANTS
A WEEK IN 2018

42. 43
ROBERT GLAZER
Founder & CEO
rglazer@accelerationpartners.com
@robert_glazer
www.accelerationpartners.com
THANK YOU!