Download Built to Serve: How to Drive the Bottom Line with by Dan J. Sanders PDF

By Dan J. Sanders

In Built to Serve, Dan Sanders, CEO of the award-winning, service-oriented United Supermarkets, makes this daring declare: the present company tradition is damaged and an intensive transformation is required-a paradigm shift that reshapes our realizing of the genuine objective of work.

Leaders have a choice-continue to chase a damaged price-profit version and endure the results or construct a tradition devoted to servanthood and observe the achievement obtrusive whilst humans see their paintings as a ministry. the alternative leaders make won't in simple terms make sure monetary luck and failure but in addition will make sure their organization's long-term influence on humanity.

The time is now. Sanders finds how your humans can undertake United's challenge of “Ultimate carrier, more desirable functionality, optimistic Impact.” He distills worthwhile classes from 9 a long time of a people-centered tradition that continually grants remarkable customer support and divulges how one can boost a completely engaged, efficient workforce.

  • Treat your clients like companions
  • Create a people-centered tradition in a numbers-focused global
  • Communicate your organization's imaginative and prescient
  • Focus on strengths, now not weaknesses
  • Tie functionality to the luck of your venture
  • decrease your worker turnover
  • Build groups attached by way of an emotional bond
  • Ensure sustainability and growth-with an eye fixed at the rules that allowed your luck within the first position

When you are equipped to serve, staff come to paintings simply because they wish to, not only simply because they need to. Built to Serve is your hands-on advisor to looking this larger purpose.

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Extra info for Built to Serve: How to Drive the Bottom Line with People-First Practices

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Dr. Covey’s answer was simple and direct. ” It was a great answer, and one I wish I had thought of first, especially given my own commitment to godly values. A people-centered culture does not compromise values; rather, it seeks to remain faithful to values—even when remaining faithful means doing things differently from everyone else. Remember, a legendary culture is created in the head and the heart of the leader and passed from team member to team member. This is certainly the case with United Supermarkets.

United is a huge believer in the importance of recognition programs. We have a standing policy that when leaders are not involved in a specific task, they are expected to write a personal note, send an e-card, or engage in a personal conversation to acknowledge the contribution of a team member. I am regularly surprised by the number of people who come up to me and make a reference to a personal note I wrote them two or three years earlier. Team members remember when leaders make the time to take the time.

The best of the best understand the creation of a service-oriented environment is not necessarily delivered by a perceptive business 33 = Built to Serve initiative, but is delivered by an ongoing commitment to humane values. Exactly what is the net gain of humane values? Where do they appear on the profit-and-loss statement? In truth, you will not find such values quantified on a financial report. They reside in the people you employ and the customers they serve. If Walt Disney were still alive, he might refer to this as the “pixie dust” of business—that marvelous moment when you realize you have created a sustainable culture, one that is built to serve others, is rooted in humane values, 34 = and is marked by a high level of trust.

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