Page 31 - How to Drive the Bottom Line with People

Introduction

decisions,” he said, “tell them you’re more concerned
about what might happen if you don’t.”

It was a great answer, and one I wish I had thought
of first, especially given my own commitment to godly
values. A people-centered culture does not compro-

mise values; rather, it seeks to remain faithful to val-
ues—even when remaining faithful means doing
things differently from everyone else. Remember, a leg-
endary culture is created in the head and the heart of
the leader and passed from team member to team

member.
This is certainly the case with United Supermarkets.
7
Like Southwest Airlines, United enjoys a legendary =

culture that sustains its ability to compete in an indus-
try that has been turned upside down by commodity
pricing, a cluttered marketplace, and razor-thin profit
margins. Founded in 1916 by H. D. Snell, Sr., United
celebrated its ninetieth year of continuous service in

2006.
One family owns this regional chain. Its primary
competitor, Wal-Mart, is more than 300 times its size.

The chain also competes with large consolidators in
the industry, such as Safeway and Kroger. Even so,
United quietly records increases in sales and total cus-
tomers (called “guests” at United) decade after decade.