Page 62 - The New Gold Standard

PRINCIPLE 1: DEFINE AND REFINE
Ritz-Carlton say, ‘This is great. This is absolutely great. We
should do these morning lineups. I’m not going to do them
personally because I’m busy, but the people at the front line
should really do more lineups.’ By contrast, at Ritz-Carlton, the
company’s president, Simon Cooper, and the executive team are
participating in the lineups the same way that the hotel staff are
participating in their shift lineups.” Kevin adds, “As somebody
who watches organizations try and change their culture, that
commitment starting at the top is different at Ritz-Carlton from
any other organization I walk into. Leadership is really embed-
ding that very clear spirit and mission—very different from most
cultures.”

STRIKING GOLD

D How can you increase the consistency and frequency of
messages of corporate mission and values?

D Are you willing to take the time to regularly define the link
between operational and cultural aspects of your business?
D What are the visual symbols, oral traditions, and positive
stories in your business? Is senior leadership modeling and
prioritizing your company’s values and mission?

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