Page 42 - The New Gold Standard

PRINCIPLE 1: DEFINE AND REFINE
Julia added, “I actually brought that issue up to Sue Stephen-
son, the former senior vice president of human resources, and
current vice president of Community Footprints, as I was being
interviewed for a leadership position at Ritz-Carlton. I told Sue,
‘I probably shouldn’t say this as a job candidate, but I don’t feel
that employees should have to carry a credo card to remind them
of what their company is all about.’ And Sue responded, in such
a gentle and respectful way, ‘How funny that you say that. You
know, I feel the same way. I don’t have to put my beliefs on a
piece of paper and remind myself of them every day at lineup.
But the fact that my company has actually written them down
and communicates what it values means so much to me as a
leader in this organization.’ Sue went on to say, ‘The Gold Stan-
dards are there for people who want to be reminded, and maybe
haven’t memorized them, and if you don’t feel like carrying the
card, you don’t carry it. But, hopefully you have these beliefs in
your heart.’” Julia shared that she “got over the hump and em-
braced the culture because Sue responded with such respect and
epitomized the Gold Standards that I’ve come to value at The
Ritz-Carlton Hotel Company.”

C The Gold Standards D

While many companies have finely worded statements of vision,
purpose, and values, few business leaders can rival Ritz-Carlton
when it comes to keeping those roadmaps and cultural anchors
at the top-of-mind of their staff. Through a diligent commit-
ment, Ritz-Carlton leaders have found a way to bring the pur-
pose and values of the company into the daily lives of their
Ladies and Gentlemen. As noted earlier by Julia Gajcak, one of
the most basic strategies for keeping this information front and
center for employees is a trifold pocket card that bears the title
“Gold Standards” but is referred to as the “Credo Card.” This
card is not only a part of every staff member’s uniform but it is
also typically referred to on a daily basis and readily shared with

22