Culture Hacker: Reprogramming Your Employee Experience to Improve Customer Service, Retention, and Performance

HACK YOUR WORKPLACE CULTURE FOR GREATER PROFITS AND PRODUCTIVITY

"I LOVE THIS BOOK!"
CHESTER ELTON, New York Times bestselling author of All In and What Motivates Me

"When companies focus on culture, the positive effects ripple outward, benefiting not just employees but customers and profits. Read this smart, engaging book if you want a practical guide to getting those results for your organization."
MARSHALL GOLDSMITH, executive coach and New York Times bestselling author

"Most books on customer service and experience ask leaders to focus on the customer first. Shane turns this notion on its head and makes a compelling case why leaders need to make ′satisfied employees′ the priority."
LISA BODELL, CEO of Futurethink and author of Why Simple Wins

"This is a must read for anyone in a customer service–centric industry. Shane explains the path to creating both satisfied customers and satisfied employees."
CHIP CONLEY, New York Times bestselling author and hospitality entrepreneur

The question is not, "does your company have a culture?" The question is, "does your company have a culture that fosters outstanding customer experiences, limits employee turnover, and ensures high performance?"

Every executive and manager has a responsibility to positively influence their workplace culture. Culture Hacker gives you the tools and insights to do it with simplicity and style.

Culture Hacker explains:

Twelve high–impact hacks to improve employee experience and performance How to delight and retain a multi–generational workforce The factors determining whether or not your employees deliver outstanding customer service

Introduction: The Best Way to Improve Your Customer Experience Is to Improve Your Employee Experience

Chapter 1. Culture More Than Just an HR Thing

Culture Hacking Habit: Every manager is responsible for their team, department, or company culture

Chapter 2. Values Not Some Philosophical BS

Culture Hacking Habit: Define team or company values as the foundation of your employee experience and culture

Chapter 3. Selection The Right Fit Over a Warm Body

Culture Hacking Habit: Ensure you select new employees who are a cultural fit as much as a job fit

Chapter 4. Orientation and Onboarding Your Sink or Swim Strategy Is a Terrible Waste of Talent

Culture Hacking Habit: Introduce and immerse your new employees so they are emotionally connected to the company and are set up for success

Chapter 5. Performance Management How We Fail to Maximize Our Employees Abilities and Talents

Culture Hacking Habit: Empower and enable your people to maximize their performance

Chapter 6. Coaching Giving Feedback, the Most Misunderstood and Poorly Executed Leadership Task

Culture Hacking Habit: How to provide effective informal and formal feedback that energizes your team

Chapter 7. Strategy, Scores, and Plans The Real Reason Your People Are Not Engaged

Culture Hacking Habit: Get your people engaged and responsible for making positive improvements for the company by sharing objectives and measurements

Chapter 8. Recognition: It s Time to Stop the Meaningless & Mundane Awards Process

Culture Hacking Habit: How to develop an effective, repetitive, and simple recognition program

Chapter 9. Tough Conversations and Decisions Why We Have People that Would Be Better Customers Than Employees

Culture Hacking Habit: How to hold your people accountable respectfully and honestly

Chapter 10. Career Development It s at the Heart of Long–Term Employee Commitment, Yet No One Is Talking About It

Culture Hacking Habit: How to build a framework for developing your people and keeping them around

Chapter 11. Communication Why One–Size or One Way Doesn t Fit All

Culture Hacking Habit: How to utilize multiple mediums and platforms to ensure your messages are heard and understood

Chapter 12. Product, Place, Processes, and Perks The Other Four P s that Define the Employee Experience

Culture Hacking Habit: Additional tips and advice on how to craft a better employee experience

Chapter 13. Leadership Why We Have So Many Managers, But So Few Leaders

Culture Hacking Habit: How managers can inspire their people to want to do what they want them to do

Afterword. Change: It s Not Just Something Everyone Else Does

Acknowledgments

Index

SHANE GREEN is a world–renowned keynote speaker, author, television personality, and consultant to global Fortune 500 leaders on customer experience and organizational culture. Shane draws on his foundation at The Ritz–Carlton Hotel Company and his work in multiple industries, to help clients transform customer experiences by improving employee habits and mindsets. As president and founder of SGEi, Shane leads a team of professionals who inspire iconic brands, like the NBA, Westfield, Foot Locker, Net Jets Inc., W Hotels, and BMW to reprogram their employee experiences in order to create loyal customers and raving fans.