Page 73 - How to Drive the Bottom Line with People

The Emerging Career Model

corner office or carrying groceries to a guest’s vehicle.
Everyone is empowered in a people-centered culture.

We want team members to feel empowered to own their
part in what is a complex company composed of thou-
sands of parts. We are interdependent—no part is unim-

portant. No effective CEO would deny this.
From time to time, I hear someone suggest that one
job is more important than another, but this simply is
not the case. The most gifted store director will not
stay engaged long if the team at the distribution cen-

ter fails to get product to the store. The team at the
distribution center cannot accomplish what it must do
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if truck drivers are not ready to take the load. =

Moreover, the truck drivers most likely will not con-
tinue driving if the payroll clerk fails to process their
checks. One might argue the most important job in the
company is not that of CEO, but that of payroll clerk.
In truth, all team members need to do their part,

making the difference that only they can make. This
is the beauty of a people-centered culture: each team
member is celebrated, not because of his or her posi-

tion, but because of the unique contribution from that
team member.
Consider this example: Each year I attend a num-
ber of receptions for team members in our company