Page 18 - How to Drive the Bottom Line with People

Foreword

strengths are made productive and whose weaknesses
become irrelevant through the strengths of others, a

culture that respects the importance and role of every
person and flattens the organization. Leadership then
becomes more a choice than a position. Moral

authority rather than formal authority alone.
Those who live on yesterday’s achievements but add
no new value today, those who violate universal, time-
less principles such as deceiving customers or mis-
treating subordinates, those who constantly borrow

strength from their position or formal authority to get
things done will find their lives are in violation of the
xvi
= culture, and most will, in their discomfort, select

themselves out and go elsewhere.
This is not just a theoretical treatise and a well-
thought-through message on being built to serve. It
comes from the heart and soul of people who have
done it. It’s the United Supermarkets’ model, taught

in a most excellent and successful way, even though
they’ll be the first to admit they are far from perfect.
Very few people understand the concept of culture.

They think it’s something that is produced through
leadership, through effective communications, through
inspiring, visionary statements. Even though these are
important elements, the real heart and soul of a culture