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GREEN
GOLDFISH
by Stan Phelps
PurpleGoldfish.com
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BEYOND DOLLARS:
15 WAYS TO DRIVE
EMPLOYEE ENGAGEMENT 
& REINFORCE CULTURE
“If you’re looking for ways to inspire your
employees to love your company, and if you’re
smart enough to realize that money can’t buy
you love, then you need real-life, uber-
successful examples from real-life, uber-
profitable companies. Look no farther! In this
book, you’ve got examples from hundreds and
hundreds of companies.”
- Ted Coiné, author of Five Star
Customer Service and Spoil ‘Em Rotten!
The Challenge:
How can you Reinforce A Strong
Corporate Culture,
Improve Employee Engagement +
Drive Positive WoM 
with ONE effort?
The Idea:
The Simple Premise That
Employees Come First And 
“Happy Employees Create
Happy Customers”
(Source: Corporate Leadership Council)
A Solution that Sticks

Green Goldfish is about Differentiation via
Added Value

Giving Little Unexpected Extras (GLUE) 
Drive Employee Engagement and Reinforce a
Strong Culture
“Engagedorganizationsgrewprofitsasmuchas 3x fasterthantheircompetitors.”
The book is based upon research conducted for the Green Goldfish
Project. The Project crowd sourced 1,001 examples of companies
that provided signature extras for employees.
http://list.ly/list/1OE-green-goldfish-project
Where’s The Happiest Place to 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)
Dropping the Hammer on Why?

“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)
But maybe there’s another reason. Here is a quote from
Page's Commencement Address at the U. of Michigan:
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 could
probably go years without working. Why are they working? They’re working because
they like doing something, they believe in what they’re doing.” (NY Times)
Houston, We Have a Problem



69% of US employees are either 
"not engaged" or "actively disengaged"  
(Source: Gallup)
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 Vineet's 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)
Employee First

Culture trumps strategy and principles beat rules. The
entire premise of Green Goldfish is that employees must
come first. Employee experience should be priority
Numero Uno. Companies need to empower and create an
open environment.
“When I started the agency, my goal was not to be
the biggest or to have the best clients. It was simply
to become the best agency to work for. I knew if we
were the best agency to work for, we would then
attract the best people. And that if we retained the
best people, the best clients will follow.”
- Tom Coyne
A Foundation For Retention
Why Green and 
Why a Goldfish?
Why Green?
Mardi Gras
Mark Twain
Lagniappe
!
!
!
!
!
!
!
Meaning - The additional gift
or to give more
Now why a Goldfish?
The Goldfish represents something small, but it was directly inspired Kimpton Hotels.
A chain of boutique hotels, Kimpton embodies the doing the little something extra.
Stay at any of the Kimpton properties and you’ll find:

•  free gourmet coffee and fresh fruit in the lobby
•  complimentary wine tasting in the afternoon
•  pet-friendly accommodations

My favorite perk is something a select number of the properties do for guests.
Perhaps you are staying at a Kimpton for a few days, and you are getting lonely…
GIVE A LITTLE UNEXPECTED EXTRA
Guppy Love
Kimpton will give you a pet
goldfish for your stay. They call it
“Guppy Love.”
Average Goldfish = 3 to 4 inches
A goldfish also represents something
small. But all goldfish are not
created equal. The average is three
to four inches (8-10 cm) in length. 

The world’s largest is …
Nearly 20 inches or 50cm 
That’s nearly six times larger! How can there be such a
huge difference? It turns out the growth of a goldfish is
determined by five factors. The growth of your business
is affected by these same five things.
1
WHAT’S THE SIZE OF THE BOWL IN BUSINESS?
= _____
1. The size of the bowl or pond will determine how big a goldfish with
grow. The bigger the pond or bowl, the more a goldfish can grow
1
SIZE OF THE BOWL
= MARKET
1
2
2. The number of other goldfish in the bowl will also impact the
growth. The more goldfish, the more difficult it is to grow.
THE OTHER GOLDFISH IN BUSINESS = ________
1
2
NUMBER OF OTHER GOLDFISH
= COMPETITION
NUTRIENTS / CLARITY OF THE WATER IN BUSINESS
= ____
3. The nutrients in the water and clarity of the water will
also determine how large the goldfish will grow.
NUTRIENTS / CLARITY OF THE WATER
= ECONOMY
4
24. The first 120 days of a goldfish life will be a factor on its
growth. The better the start, the bigger it can get.
= _______
FIRST 120 DAYS OF LIFE IN BUSINESS
4
2
FIRST 120 DAYS OF LIFE
= START-UP OR NEW PRODUCT
2
5. The genetic makeup of a goldfish will also determine
how big it will grow. The more it stand outs, the better.
= _______
WHAT’S GENETIC MAKE-UP IN BUSINESS
ITS GENETIC MAKE-UP
= DIFFERENTIATION
Five Factors
#1. MARKET
#2. COMPETITION
#3. ECONOMY
#4. FIRST 120 DAYS
#5. DIFFERENTIATION
Assuming you’ve already been in business for four
months, what’s the only thing you have control over?
Five Factors
#1. MARKET
#2. COMPETITION
#3. ECONOMY
#4. FIRST 120 DAYS
#5. DIFFERENTIATION
The only thing you can 
have control over 
is how you differentiate 
yourself. 

The little things you do to
stand out in a sea of sameness?
1. Recruiting, 2. Onboarding, 3. F&B
4. Shelter, 5. Wellness, 6. Time Away, and
7. Modern Family

8. Team Building, 9. Retirement,
10. Attaboys and Attagirls,
11. Flexibility, and 12. Transparency

13. Training,
14. Paying it Forward, and
15. Empowerment

{
{
{
BASICS
BELONGING
BUILDING
BEYOND DOLLARS, HERE ARE 15 WAYS
TO DRIVE EMPLOYEE ENGAGEMENT
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?”
Finding the right fit(s) for your
organization
2. Onboarding



!
"The way you manage the
transition of somebody
into your culture speaks
volumes about the culture
to the person coming in” Asana (#143) minimizes chores for new
hires. They set up their desk / computer in advance
and provide $10K for further customization.
Research shows that employees
make the critical decision to 
stay or leave within the first six
months
3. Food & Beverage



SAS Institute (#437) – “You have two choices. You can spend
money on employees or headhunters and training, and it's
about the same amount of money. So why not spend it on the
employees?" - SAS Institute Founder Dr. James Goodnight
Little things like F+B can make a big 
difference. Even silly things like M&M’S
4. Shelter
!
Tip: Kitchens are Key
Kayak.com (#64) has an
open office environment.
The design of the workplace and where people are 
situated will influence collaboration and engagement
5. 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.
Without health, we have nothing. More than health,
wellness is about enhancing productivity
6. Time Away



Full Contact API (#19) - "One, you actually have to take a
vacation 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, no
emails, no tweets and no work of any kind."
Time off is not only valued by employees, it’s 
regenerative. Like aspirin, it only works if you take it.
7. Modern Family
!
Aetna Life & Casualty Co. (#68) reduced resignations of new mothers by 50
percent by extending its unpaid parental leave policy to six months, saving the
company one million dollars a year in training, recruiting and hiring expenses.
Families have changed. Today’s employers 
needs to deal with modern issues such as 
same-sex spouses, infertility, adoption, 
parental leave, day care, and eldercare
Snagajob (#62), the Culture Squad organizes the annual Office Olympics, during
which employees [Snaggers] are divided into competing nations—and dress the part.
8. Team Building
!
A team that plays together, stays together
Google (#40) - Should a U.S. Googler pass away while under the employ of
the search giant, their surviving spouse or domestic partner will receive a
check for 50% of their salary every year for the next decade.
9. Retirement!
Going the extra mile to prepare and take care of
employees for life after work
“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 and
leverage them in the right way.” (Source: Angela Maiers, TED Talk June 2011)
43% of highly engaged employees
receive feedback at least once a
week compared to only 18%
of employees with low engagement.
(Source: Towers Watson)
10. Attaboys & Attagirls
!
Recognition fuels performance
Campbell Soup (#21) - Doug Conant wrote 30,000 handwritten notes during
his 10 year tenure as CEO at Campbell’s.
A recent study reported that Fifty-seven percent of respondents indicated that
the most meaningful recognition was 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.
Take Note: The Best Things in Life are Free
!
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]
11. Flexibility 
No longer an extra, flexibility is an expectation
12. Transparency



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 the
extent to which employees believed that their senior management had a sincere interest in their well‐being.
Rule #1 of 5 Core Values:
Open Company, No Bullsh*t
In the words of Louis Brandeis, 
“Sunlight is the best disinfectant.”
STAT: 75% of
people voluntarily leaving jobs
don't quit their jobs;
they quit their bosses.
(Source: Roger Herman)
Evernote #83 - Lessons from a Trident nuclear submarine.
As an officer, you have to know how to do everyone else’s
job. At Evernote, employees can opt to be part of officer
training. They then get scheduled into 1 or 2 meetings a week
to learn about different parts of the company.
13. Training 
Investing the development of your team
Hewlett Packard (#52) empowers employees to make a difference and give
back. Let's do the math: 4 hours per month x 300,000 employees = 1,200,000
hours of HP social impact.
14. Paying it Forward
!
Giving back reinforces a sense of purpose
15. Empowerment
!
3M (#53) launched the 15 percent program in 1948. After forty plus
years in the red taught 3M a key lesson: Innovate or Die, an ethos
the company has carried dutifully into the 21st century.
Tapping into the creativity of your team 
powers innovation
Don’t Think Trojan Horse



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.
Start Small
FIVE POPULAR KEYNOTES/WORKSHOPS
AUTHOR, FORBES CONTRIBUTOR, 
TEDx SPEAKER, AND IBM FUTURIST
INSPIRATIONAL, INFORMATIVE, & ENTERTAINING
LET’S WORK TOGETHER
 +1.919.360.4702
stan@purplegoldfish.com
LITTLE THINGS CAN MAKE
THE BIGGEST DIFFERENCE

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Green Goldfish - Beyond Dollars: 15 Ways to Drive Employee Engagement

  • 1. st GREEN GOLDFISH by Stan Phelps PurpleGoldfish.com OLDFISHPHELPS mpany er and ill walk HIP ause of Goldfish d class d their Team,” le best EʼS THE evel by by your Packed follow, s of all ve jobs el your ng your OF BEYOND DOLLARS: 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT & REINFORCE CULTURE
  • 2. “If you’re looking for ways to inspire your employees to love your company, and if you’re smart enough to realize that money can’t buy you love, then you need real-life, uber- successful examples from real-life, uber- profitable companies. Look no farther! In this book, you’ve got examples from hundreds and hundreds of companies.” - Ted Coiné, author of Five Star Customer Service and Spoil ‘Em Rotten!
  • 3. The Challenge: How can you Reinforce A Strong Corporate Culture, Improve Employee Engagement + Drive Positive WoM with ONE effort? The Idea: The Simple Premise That Employees Come First And “Happy Employees Create Happy Customers”
  • 4. (Source: Corporate Leadership Council) A Solution that Sticks Green Goldfish is about Differentiation via Added Value Giving Little Unexpected Extras (GLUE) Drive Employee Engagement and Reinforce a Strong Culture “Engagedorganizationsgrewprofitsasmuchas 3x fasterthantheircompetitors.”
  • 5. The book is based upon research conducted for the Green Goldfish Project. The Project crowd sourced 1,001 examples of companies that provided signature extras for employees. http://list.ly/list/1OE-green-goldfish-project
  • 6. Where’s The Happiest Place to 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)
  • 7. Dropping the Hammer on Why? “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) But maybe there’s another reason. Here is a quote from Page's Commencement Address at the U. of Michigan: 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 could probably go years without working. Why are they working? They’re working because they like doing something, they believe in what they’re doing.” (NY Times)
  • 8. Houston, We Have a Problem 69% of US employees are either "not engaged" or "actively disengaged"   (Source: Gallup)
  • 9. 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 Vineet's 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) Employee First Culture trumps strategy and principles beat rules. The entire premise of Green Goldfish is that employees must come first. Employee experience should be priority Numero Uno. Companies need to empower and create an open environment.
  • 10. “When I started the agency, my goal was not to be the biggest or to have the best clients. It was simply to become the best agency to work for. I knew if we were the best agency to work for, we would then attract the best people. And that if we retained the best people, the best clients will follow.” - Tom Coyne A Foundation For Retention
  • 11. Why Green and Why a Goldfish?
  • 15. Lagniappe ! ! ! ! ! ! ! Meaning - The additional gift or to give more
  • 16. Now why a Goldfish?
  • 17. The Goldfish represents something small, but it was directly inspired Kimpton Hotels. A chain of boutique hotels, Kimpton embodies the doing the little something extra. Stay at any of the Kimpton properties and you’ll find: •  free gourmet coffee and fresh fruit in the lobby •  complimentary wine tasting in the afternoon •  pet-friendly accommodations My favorite perk is something a select number of the properties do for guests. Perhaps you are staying at a Kimpton for a few days, and you are getting lonely…
  • 18. GIVE A LITTLE UNEXPECTED EXTRA Guppy Love Kimpton will give you a pet goldfish for your stay. They call it “Guppy Love.”
  • 19. Average Goldfish = 3 to 4 inches A goldfish also represents something small. But all goldfish are not created equal. The average is three to four inches (8-10 cm) in length. The world’s largest is …
  • 20. Nearly 20 inches or 50cm That’s nearly six times larger! How can there be such a huge difference? It turns out the growth of a goldfish is determined by five factors. The growth of your business is affected by these same five things.
  • 21. 1 WHAT’S THE SIZE OF THE BOWL IN BUSINESS? = _____ 1. The size of the bowl or pond will determine how big a goldfish with grow. The bigger the pond or bowl, the more a goldfish can grow
  • 22. 1 SIZE OF THE BOWL = MARKET
  • 23. 1 2 2. The number of other goldfish in the bowl will also impact the growth. The more goldfish, the more difficult it is to grow. THE OTHER GOLDFISH IN BUSINESS = ________
  • 24. 1 2 NUMBER OF OTHER GOLDFISH = COMPETITION
  • 25. NUTRIENTS / CLARITY OF THE WATER IN BUSINESS = ____ 3. The nutrients in the water and clarity of the water will also determine how large the goldfish will grow.
  • 26. NUTRIENTS / CLARITY OF THE WATER = ECONOMY
  • 27. 4 24. The first 120 days of a goldfish life will be a factor on its growth. The better the start, the bigger it can get. = _______ FIRST 120 DAYS OF LIFE IN BUSINESS
  • 28. 4 2 FIRST 120 DAYS OF LIFE = START-UP OR NEW PRODUCT
  • 29. 2 5. The genetic makeup of a goldfish will also determine how big it will grow. The more it stand outs, the better. = _______ WHAT’S GENETIC MAKE-UP IN BUSINESS
  • 30. ITS GENETIC MAKE-UP = DIFFERENTIATION
  • 31. Five Factors #1. MARKET #2. COMPETITION #3. ECONOMY #4. FIRST 120 DAYS #5. DIFFERENTIATION Assuming you’ve already been in business for four months, what’s the only thing you have control over?
  • 32. Five Factors #1. MARKET #2. COMPETITION #3. ECONOMY #4. FIRST 120 DAYS #5. DIFFERENTIATION The only thing you can have control over is how you differentiate yourself. The little things you do to stand out in a sea of sameness?
  • 33. 1. Recruiting, 2. Onboarding, 3. F&B 4. Shelter, 5. Wellness, 6. Time Away, and 7. Modern Family 8. Team Building, 9. Retirement, 10. Attaboys and Attagirls, 11. Flexibility, and 12. Transparency 13. Training, 14. Paying it Forward, and 15. Empowerment { { { BASICS BELONGING BUILDING BEYOND DOLLARS, HERE ARE 15 WAYS TO DRIVE EMPLOYEE ENGAGEMENT
  • 34. 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?” Finding the right fit(s) for your organization
  • 35. 2. Onboarding ! "The way you manage the transition of somebody into your culture speaks volumes about the culture to the person coming in” Asana (#143) minimizes chores for new hires. They set up their desk / computer in advance and provide $10K for further customization. Research shows that employees make the critical decision to stay or leave within the first six months
  • 36. 3. Food & Beverage SAS Institute (#437) – “You have two choices. You can spend money on employees or headhunters and training, and it's about the same amount of money. So why not spend it on the employees?" - SAS Institute Founder Dr. James Goodnight Little things like F+B can make a big difference. Even silly things like M&M’S
  • 37. 4. Shelter ! Tip: Kitchens are Key Kayak.com (#64) has an open office environment. The design of the workplace and where people are situated will influence collaboration and engagement
  • 38. 5. 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. Without health, we have nothing. More than health, wellness is about enhancing productivity
  • 39. 6. Time Away Full Contact API (#19) - "One, you actually have to take a vacation 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, no emails, no tweets and no work of any kind." Time off is not only valued by employees, it’s regenerative. Like aspirin, it only works if you take it.
  • 40. 7. Modern Family ! Aetna Life & Casualty Co. (#68) reduced resignations of new mothers by 50 percent by extending its unpaid parental leave policy to six months, saving the company one million dollars a year in training, recruiting and hiring expenses. Families have changed. Today’s employers needs to deal with modern issues such as same-sex spouses, infertility, adoption, parental leave, day care, and eldercare
  • 41. Snagajob (#62), the Culture Squad organizes the annual Office Olympics, during which employees [Snaggers] are divided into competing nations—and dress the part. 8. Team Building ! A team that plays together, stays together
  • 42. Google (#40) - Should a U.S. Googler pass away while under the employ of the search giant, their surviving spouse or domestic partner will receive a check for 50% of their salary every year for the next decade. 9. Retirement! Going the extra mile to prepare and take care of employees for life after work
  • 43. “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 and leverage them in the right way.” (Source: Angela Maiers, TED Talk June 2011) 43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement. (Source: Towers Watson) 10. Attaboys & Attagirls ! Recognition fuels performance
  • 44. Campbell Soup (#21) - Doug Conant wrote 30,000 handwritten notes during his 10 year tenure as CEO at Campbell’s. A recent study reported that Fifty-seven percent of respondents indicated that the most meaningful recognition was 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. Take Note: The Best Things in Life are Free !
  • 45. 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] 11. Flexibility No longer an extra, flexibility is an expectation
  • 46. 12. Transparency 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 the extent to which employees believed that their senior management had a sincere interest in their well‐being. Rule #1 of 5 Core Values: Open Company, No Bullsh*t In the words of Louis Brandeis, “Sunlight is the best disinfectant.”
  • 47. STAT: 75% of people voluntarily leaving jobs don't quit their jobs; they quit their bosses. (Source: Roger Herman) Evernote #83 - Lessons from a Trident nuclear submarine. As an officer, you have to know how to do everyone else’s job. At Evernote, employees can opt to be part of officer training. They then get scheduled into 1 or 2 meetings a week to learn about different parts of the company. 13. Training Investing the development of your team
  • 48. Hewlett Packard (#52) empowers employees to make a difference and give back. Let's do the math: 4 hours per month x 300,000 employees = 1,200,000 hours of HP social impact. 14. Paying it Forward ! Giving back reinforces a sense of purpose
  • 49. 15. Empowerment ! 3M (#53) launched the 15 percent program in 1948. After forty plus years in the red taught 3M a key lesson: Innovate or Die, an ethos the company has carried dutifully into the 21st century. Tapping into the creativity of your team powers innovation
  • 50. Don’t Think Trojan Horse 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. Start Small
  • 52. AUTHOR, FORBES CONTRIBUTOR, TEDx SPEAKER, AND IBM FUTURIST
  • 54. LET’S WORK TOGETHER +1.919.360.4702 stan@purplegoldfish.com LITTLE THINGS CAN MAKE THE BIGGEST DIFFERENCE