Page 61 - The New Gold Standard

Set the Foundation
great tool, and we continued it, especially during these circum-
stances.” Similarly, Myra deGersdorff, general manager of The
Ritz-Carlton, New Orleans, notes that “in addition to our regu-
larly occurring strategic meetings, we continued to do lineup
during Hurricane Katrina. It offered a sense of normalcy in a
time when few things were normal.”
So what is the magic of lineup? Among other things it
clearly involves the following:

D Repetition of values. The core belief that values need to
be discussed on a daily basis and that values can’t be
discussed enough

D Common language. The inculcation of a common
language with terms like “credo,” “a fond farewell,”
and “unexpressed wishes and needs of our guests”

D Visual symbols. The integration of the Credo Card into
the experience

D Oral traditions. Personal, direct, face-to-face
communication in a world increasingly dominated by
e-mail, text, and voice messaging

D Positive storytelling. The ability to capture, share, and
inspire through tangible examples of what it means to
live the Credo and core corporate values
D Modeling by leaders. The active, daily presence of all
leaders in the process and the commitment of
resources to free up staff time for daily participation

The last point concerning modeling and participation by
leaders cannot be emphasized enough as pointed out by Kevin
McConville, regional managing partner of Gallup, a Ritz-Carlton
consultant who has spent a considerable amount of time ob-
serving and experiencing the culture. Kevin discloses, “We see a
lot of organizations that come to the Leadership Center of the

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