Page 151 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

customer expectations. One company started with three
key values: to be the most profitable in the industry, with
great people, and great customer service. But customers
didn’t care if the company was the most profitable in the
industry—in fact, more profit for the company meant less
cash in the customer’s pocket. They wanted reasonable
profit so the company stayed in business but were more
interested in innovative products and consistent quality.
2. What do we have to do to live these values? When cus-
tomers help operationalize the behaviors associated with
values, they become more real to everyone. Customers
who operationalized innovation as “bold new designs”
have different expectations from those who think innova-
tion means “consistent improvement.”
3. If we live these values as you expect, will you buy more
from us? Values can lead to increased customer share
because customers have more confidence in the firm’s
ability to serve them over time.

When leaders talk and act on their espoused values both
inside and outside the company, employees and custom-
ers have more confidence in them. They have a sense of
this being a company where there is integrity that can be
trusted—enough and to spare.

3. Attitude Toward Service: Self-
Interest Versus Selflessness

In the classic prisoner’s dilemma game, the following sce-
nario occurs:

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