Page 72 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

"Everybody? Really, everybody?"
"Yes."
"Housekeepers?"
"Yes."
"Waitresses?"
"Yes."
"Desk clerks?"
"Yes. Do you want to see the mission statement written by the people who greeted you last night?"
He pulled out a mission statement that they, themselves, had written that was interwoven with all the
other mission statements. Everyone, at every level, was involved.
The mission statement for that hotel was the hub of a great wheel. It spawned the thoughtful, more
specialized mission statements of particular groups of employees. It was used as the criterion for
every decision that was made. It clarified what those people stood for -- how they related to the
customer, how they related to each other. It affected the style of the managers and the leaders. It
affected the compensation system. It affected the kind of people they recruited and how they trained
and developed them. Every aspect of that organization, essentially, was a function of that hub, that
mission statement.
I later visited another hotel in the same chain, and the first thing I did when I checked in was to ask
to see their mission statement, which they promptly gave me. At this hotel, I came to understand the
motto "Uncompromising personalized service" a little more.
For a three-day period, I watched every conceivable situation where service was called for. I
always found that service was delivered in a very impressive, excellent way. But it was always also
very personalized. For instance, in the swimming area I asked the attendant where the drinking
fountain was. He walked me to it.
But the thing that impressed me the very most was to see an employee, on his own, admit a mistake
to his boss. We ordered room service, and were told when it would be delivered to the room. On the
way to our room, the room service person spilled the hot chocolate, and it took a few extra minutes to
go back and change the linen on the tray and replace the drink. So the room service was about fifteen
minutes late, which was really not that important to us.
Nevertheless, the next morning the room service manager phoned us to apologize and invited us to
have either the buffet breakfast or a room service breakfast, compliments of the hotel, to in some way
compensate for the inconvenience.
What does it say about the culture of an organization when an employee admits his own mistake,
unknown to anyone else, to the manager so that customer or guest is better taken care of!
As I told the manager of the first hotel I visited, I know a lot of companies with impressive mission
statements. But there is a real difference, all the difference in the world, in the effectiveness of a
mission statement created by everyone involved in the organization and one written by a few top
executives behind a mahogany wall.
One of the fundamental problems in organizations, including families, is that people are not
committed to the determinations of other people for their lives. They simply don't buy into them.
Many times as I work with organizations, I find people whose goals are totally different from the
goals of the enterprise. I commonly find reward systems completely out of alignment with stated
value systems.
When I begin work with companies that have already developed some kind of mission statement, I
ask them, "How many of the people here know that you have a mission statement? How many of you
know what it contains? How many were involved in creating it? How many really buy into it and use it
as your frame of reference in making decisions?"
Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underline it.