By Avi Liran

Inspired by Chris Ong’s panel at HR Connect 360, Nanyang Business School, NTU

The ballroom at the luxurious Fullerton Hotel in Singapore was full, with an invitation-only C-suite and senior HR leaders from across multiple industries and sectors. The coffee was still finding its way to everyone’s bloodstream.

The HR 360 organized by the NBS morning panel was warming up, and the event theme couldn’t be more apt: “Driving Workforce Transformation Amid AI and Geopolitical Challenges.”

Then, Chris Ong, Managing Director of DHL Express Singapore, took the mic.

Crisis in the Air: The 2008 Turbulence 

If your people feel good about their work and are proud of who they are working with, they show up in full force.

Chris walked the audience through a tale that felt like corporate survival training mixed with a leadership masterclass. During the global financial crisis of 2008 and 2009, DHL faced deep turbulence. The US business was bleeding. The competition was fierce. Tough choices were made. Billions in assets were parted with. Most would have curled into a corporate fetal position and stayed there.

The Bold Bet: Choosing People Over Panic

DHL chose a different path. They bet on their people.

By 2010, the company shifted its full attention to building a culture powered by pride and purpose for everyone. Not just leaders. The idea was simple.

If your people feel good about their work and are proud of who they are working with, they show up in full force. They give better service. Customers come back. Profit follows. DHL put this into practice, and the results became impossible to ignore.

Singapore Takes the Lead: From 60% To 98% Engagement

Under the leadership of Chris Ong, DHL Express Singapore achieved what many believed was out of reach. Employee engagement soared from 60 percent during the pandemic to a jaw-dropping 98 percent now.

DHL Express became the only company named the number one Best Workplace in Singapore five times. At the same time, global profits climbed year after year, reaching over four billion euros in 2022, with the highest margins in the express logistics industry.

But this is not a story about numbers. This is a story about moments. Small ones. Quiet ones.

The Secret: Investing in Frontline Leaders

Chris explained that this “magic” happened when DHL focused on the people closest to where the action is. Empowering the team leaders who manage the small crews working on the ground.

The company invested in training, support, and building a sense of belonging. Uplifting engagement was not floated down from headquarters. It was carried by every supervisor who knew the names, strengths, and stories of their team.

Change that Sticks: Trust Over Tech

When change arrived, the team moved with it. DHL introduced Automated Guided Vehicles to improve safety and performance at its South Asia Hub in Singapore. The forklift drivers did not feel replaced. They felt supported. They were trained to grow.

During the COVID crunch, volumes exploded, yet the team kept pace without growing their headcount. That kind of agility does not come from software. It comes from trust.

Innovation From the Inside: Citizen Developers At Work

Then came one of the audience’s favourites: DHL Express’ Citizen Developer Program in Singapore.

Chris shared how team leads created their own apps and dashboards using simple tools. One leader built a cloud-based damage tracker that saved time and boosted customer happiness. These were not pilots or pet projects. These were frontline innovations that made a real difference.

The Bamboo Mindset: Flexible, Rooted, and Resilient

Chris described DHL’s mindset as bamboo. Deep roots. Strong spine. Able to sway with the wind without snapping. This spirit helped the company grow in regions like Asia and Europe, with Singapore becoming a favourite hub for global distribution, especially in tech and life sciences.

When leaders invest in people, people bring results. DHL has an ambidextrous strategy that combines people with purpose and profit to deliver long-term superior business results.

The winds may swirl, the markets may dance, but bamboo still rises.

A Budget With Heart: Small, Mighty, And Delicious

DHL educated these frontline leaders in the fundamental human need for connection and appreciation.

For one thing, DHL taught them to balance feedback with positive affirmation. They were encouraged not only to correct mistakes, but also to acknowledge excellence and celebrate both small successes and consistent effort.

DHL has an ambidextrous strategy that combines people with purpose and profit to deliver long-term superior business results.

One practical application of this philosophy was giving frontline team leaders a modest appreciation budget. They could use it at their own discretion. No permission required.

They could respond immediately when they saw a worthy opportunity to praise. The company trusted them to recognize their teams in ways that felt authentic, meaningful and sometimes even tasty.

The ability to show appreciation freely without bureaucratic approval created a sense of intrinsic motivation among supervisors. They felt trusted by the organization and empowered to use their judgment. No corporate fanfare or formal review process required. Just meaningful, timely appreciation determined by the supervisor who knew their team best.

DHL discovered a triple benefit of small acts of appreciation. Team members felt more valued, supervisors felt happier and more fulfilled in their roles, and both engagement and business results soared. Small acts of appreciation uplifted both the receiver and the empowered giver.

Gratitude that Shows Up (And Smells Amazing)

Here’s an example of what that looked like:

One supervisor, applying his leadership training, chose to use his appreciation budget to surprise team members with warm curry puffs after particularly challenging days.

No speeches or ceremony. Just a delicious, golden pastry that said “I see your hard work” more effectively than any formal recognition program could.

At first, team members viewed these as a one-time nice gesture. But as the pattern continued, they understood the deeper message: their efforts were seen, valued, and worthy of acknowledgment.

The Sweetest Twist Is When Appreciation Comes Full Circle

Then, something beautiful happened. The team flipped the story.

After an especially demanding day with outstanding performance, the team members arrived at work with curry puffs for their supervisor.

They purchased these with their own money, not a company budget. Just the joy of giving back to someone who had been quietly lifting them, one pastry at a time.

In a traditional blue-collar environment where delivery metrics typically dominate, DHL discovered the triple benefit of appreciation.

• The Receivers: Team members who received the small acts of appreciation felt more valued.
• The Givers: The empowered supervisors who delivered genuine appreciation felt happier and more fulfilled in their roles.
• The Culture: Engagement, performance, and yes, profits, all climbed together.

DHL’s investment in teaching supervisors the power of human acknowledgment transformed both workplace culture and business results.

This proves that when people feel truly seen and appreciated, everybody wins.

The Delicious Language of Appreciation

There is something deeply human about sharing food. It signals care. It invites connection. It says, you belong here, and I thought of you.

Across cultures and generations, food has always been more than fuel. It is how we welcome, how we celebrate, how we comfort, and how we say thank you when words fall short.

How DHL Transformed Into A Human-Centered Powerhouse

The Curry Puffs story is inspiring, but it’s just the cherry on top of the cake. The real magic lies in how DHL pulled off one of the most remarkable culture transformations in its corporate history.

When Success Becomes A Problem

During the 2008 financial crisis, DHL faced significant challenges and exited the DHL Express US domestic business, overcoming its challenges through re-structuring and a renewed focus on its international business.

In certain demanding markets, immediate business targets sometimes overshadowed employee needs. While this approach achieved results, it did not always nurture a culture that people could feel proud of. Over time, engagement levels held steady at around 60 percent, and some employees felt overlooked.

Through investment in its people: In 2009, DHL decided on a fundamentally new strategy to return the company to profit – the FOCUS strategy which is powered by people. It is based on four pillars: Motivated People, Great Service Quality, Customer Loyalty, and a Profitable Network.

The Lightbulb Moment: and, Not OR

DHL also realized its leaders needed to become ambidextrous, masterfully wielding both performance and humanity with equal skill.

This birthed a game-changer philosophy, “Results with Respect.” DHL expanded the definition of respect. Success meant a positive answer to these questions:

• Is your leader motivational?
• Do they inspire you?
• Do they cause you to wake up in the morning and think, “I want to go to work because I am happy to do s”

This shift aimed to build sustainable performance through trust, motivation, and inclusive leadership. Leaders would deliver great business performance while treating their teams as valued human beings who matter.

Leaders as Master Teachers

Here’s where DHL got brilliant. While they had an initial help of a consulting firm to co-develop the new leadership training, they insisted that instead of professional facilitators, they turned their own leaders into culture evangelists.

They launched the Certified International Specialist (CIS) program. Every leader went through intensive training, then became certified to train others. This program turned senior managers into walking, breathing, and teaching embodiments of “Results with Respect.”

Chris Ong was one of the pioneer facilitator leaders to spread the new culture DNA, transforming DHL’s “Big Yellow Machine” into a place where humans could actually thrive.

He shared that the early training sessions were anything but smooth sailing. One of the main challenges was rebuilding trust with anxious and skeptical employees. They would say something, “You have nice espoused ideas, but my manager does not treat me with this kind of respect.”

Chris remembers vividly that one of the pre-work questions for the workshop was to think about their leadership role model. The managers realized that they have to embody then role model the behaviors they wanted for their leaders to have.

Two-Ways’ Feedback

One of the core teachings of the CIS program is to teach everyone how to give and receive feedback. That created open communication both ways.

It all starts with awareness to be on the lookout to spot everything. Not only developmental feedback on what needs to be corrected, but also spot what needs to be appreciated. First, share the observation, then most importantly, explain to them the impact of what they have done, which reinforces the benefits of that behavior.

Chris wears his culture ambassador pin like a badge of honor earned in the trenches. For over a decade, he’s been teaching leadership, living by one powerful belief: “You master leadership when you teach it.”

Relationship Building Through Regular Check-Ins

Another foundational practice is the emphasis on relationship building. On top of monthly structured conversations, DHL expects leaders to hold as frequent as possible check-ins with their team members. Not to micromanage, but to connect, support, and catch problems before they explode.

Chris does it every other day with his SMT (Senior Management Team) to ensure alignment and support. He asks questions of stewardship, such as ”How can I support you today?”

This consistency reinforces psychological safety, encourages transparency, deepens relationships, and ensures issues are addressed proactively.

Leaders Determine the Weather Of The Team

Chris has a powerful metaphor for how leaders should be aware of the energy they bring to the workplace. “Leaders determine the daily weather for their team.”

Think about it: When your boss walks into the room, does the temperature drop or rise? Do people tense up or light up? Are storm clouds gathering with blame and shame, or is it sunshine filled with hope and possibilities?

I couldn’t agree more with Chris. In our Delivering Delight leadership programs, we spend at least half a day on building leadership awareness and teaching techniques for how leaders can prime themselves to manage and regulate their internal weather.

You’re either the office sunshine or the office storm cloud. The good news? You get to choose which forecast you bring. The bad news? Everyone can tell when you’re having a bad hair day.

Leaders don’t just manage tasks. They create the emotional climate that their teams live in every single day. DHL leaders learned to be master meteorologists, bringing consistent warmth and energy that makes people want to do their best work.

Keep Evolving

Since embracing “Results with Respect”, DHL’s employee engagement scores have soared. But this isn’t a finished story. The transformation keeps evolving, growing, and adapting. They’re building internal capabilities, scaling their facilitator army, and maintaining the kind of leadership visibility that keeps everyone accountable.

Under the leadership of Chris Ong, DHL Express Singapore achieved what many believed was out of reach. Employee engagement soared from 59 percent in 2009 to a jaw-dropping 98 percent now.

In 2024, DHL Express became the only company named the number one Best Workplace in Singapore five times by global people analytics and consulting firm Great Place to Work® Institute. At the same time, global profits climbed year after year, reaching over four billion euros in 2022, with the highest margins in the express logistics industry.

About Chris Ong

Chris is the Managing Director of DHL Express Singapore and a leader known for blending sharp business acumen with deep people-first values. With a calm presence and a clear vision, he champions a culture where trust, pride, and purpose drive performance. Under his leadership, Singapore became DHL’s global benchmark for engagement, innovation, and frontline empowerment.

About the Author

Avi Liran is an author, economist, writer, C-level mentor, and one of Asia’s top motivational and inspirational keynote speakers. Avi is a thought leader and expert in creating delightful customer and employee experiences, fostering appreciation, and building authentic resilience. For more details about Avi, please visit http://www.aviliran.com/. 

The post The Curry Puff Effect: How Small Acts of Appreciation Lifted DHL to the Top appeared first on The European Business Review.

By Avi Liran

Gossip can be hurtful and malicious, leaving behind a bad smell. And while we may not always avoid it, we can choose the type of gossip to engage in. Enter, reverse backstabbing, or deliberately spreading positivity behind peoples´ backs.

Gossip is a funny thing. It can be your best friend or your worst enemy. Casual gossip is the fun stuff that gets everyone talking and makes the world feel a little smaller. But negative gossip? It can leave people feeling like they’ve been run over by a bus! Still, sometimes negative gossip is useful. It exposes the rotten apples, makes the workplace safer, and helps everyone breathe easier. And then there’s my favorite type of gossip which I call “Reverse Backstabbing!”  That’s when people talk behind your back, but in a way that leaves you feeling like a superstar.

Let me invite your imagination to one of those chilly Cleveland winter days. It was freezing outside but cozy in the Weatherhead School of Management at Case Western University. Dr. David Cooperrider kicked off the course on AI (not what you think of), Appreciative Inquiry. The first lesson was an exercise in pairs called the “Appreciative Interview”.

My partner, Jeff, was a real “mentch”(1), a kind-hearted soul, humble, and totally present. With humble curiosity, he listened to me with rapt attention. But instead of reciprocating his undivided attention and appreciating his story, I found myself judging it in comparison to mine.

When someone later asked how it went, I casually remarked that Jeff’s story was uninspiring—classic negative gossip, masked with politeness.

The next day, when Jeff heard that I wanted to sell my work in America, he went above and beyond. He invited me to a CEO dinner, drove me through torrential rain, and even paid my entrance fee. He introduced me to every key player in the room, showing nothing but generosity. Reflecting on it later, I felt a wave of guilt. Here I was, badmouthing his story, while Jeff had been nothing but kind. He later handed me a thoughtful gift—no lecture, just a gentle reminder that I had been too quick to judge.

I felt like the scorpion from the Russian fable “The Scorpion and the Frog.” Don’t you do things you regret and wonder, “What the heck was I thinking?”

It brought to mind an old saying: “Those who point out others’ flaws usually highlight their own.” Carl Jung might call it ‘‘the shadow’’—the parts of ourselves we’d rather not acknowledge.

The lesson from my negative gossip wasn’t about Jeff’s story needing revision; it was my mindset. I resolved never to engage in negative gossip again but to reverse it.

Negative Gossip Hurts Everyone

Imagine finding out that a colleague has been badmouthing you behind your back. Not exactly the kind of news that makes you want to sing Kumbaya at the next team meeting, right? Trust vanishes, and suddenly, working with that person feels like running through quicksand.

Unless the gossip is protecting someone from genuine harm—like serious misconduct or ethical breaches, it’s generally better to zip it. Malicious gossip doesn’t just hurt the target but undermines the whole organization, and eventually, the gossiper finds themselves caught in their own web. It’s a losing game for everyone involved.

The perils of gossip are like trying to drive with your handbrake on. Here’s why:

• Kills trust: When people can’t trust you, they keep their ideas locked up tighter than a vault. Collaboration? More like a cold war.
• Stinks up your reputation: Spreading negativity about others is like being the “workplace skunk“. No one wants to be near you, and the stench lingers on your personal brand.
• Wastes time and destroys harmony: Gossip isn’t just a distraction—it’s a productivity killer. It’s drama, and last time I checked, drama doesn’t move projects forward.
• Ruins reputations and relationships: One careless whisper can wreck relationships and undermine DE&I efforts. It’s hard to undo the damage once people feel disrespected.
• Fuels anxiety, stress, and burnout: Gossip breeds stress like rabbits, leaving creativity and joy to fend for themselves. It’s a shortcut to emotional exhaustion and, eventually, the exit door.
• Divides teams: Gossip creates cliques, breaking down the cohesion teams need to succeed. It’s hard to hit a common goal when everyone’s picking sides.
• Creates enemies where you need allies: People remember who talked smack. In a world where connections matter, gossiping is like burning the bridge you might need to cross later.

“Positive Gossip” Ignites A Virtuous Circle

Sophie, a middle manager in a European bank with its HQ in Singapore had an exceptional team member, Alston, who consistently delivered outstanding results. Yet, despite her efforts, every attempt to secure him a promotion hit a wall.

Her boss promoted a mediocre performer from a peer team, while HR pushed the argument that others with more tenure deserved priority.

Meanwhile, Alston started showing signs of frustration and feeling undervalued after not being promoted two years in a row.

Fearing losing Alston to the competition, Sophie sought advice from Anya, her boss. Anya didn’t sugarcoat it: “You’ve been too modest about your team. The leadership and our HRBP don’t know how valuable Alston is because you’ve kept his achievements under the radar.”

Determined to turn things around, Sophie made it her mission to amplify Alston’s visibility. She openly praised his contributions in meetings, highlighted his achievements in reports, and ensured he had opportunities to present directly to senior leadership. Slowly but surely, Alston’s reputation grew across the company.

But here’s where life throws a curveball: the good news? Alston got promoted! Finally, all that hard work paid off. The bad news? Sophie, despite being a rockstar herself, didn’t. Anya, who had advised Sophie to shout from the rooftops about her team’s achievements, forgot to do the same for her. Eventually, Sophie decided to pack her bags and move to the competition where her talents were valued.

Through the experience, Sophie learned two key lessons. First, talent needs your positive gossip advocacy, and it’s critical to boost your team’s visibility well before promotion season. Second, she realized the importance of championing her own achievements. If you don’t take ownership of your own visibility, you risk being overlooked even if you’re the best in the room.

And this is where positive gossip becomes your secret weapon. What Sophie did for Alston was exactly that. She turned “positive gossip” into action.

Here’s how positive gossip ignites a virtuous circle:

• The Unsung Heroes: Positive Gossip is your secret promotion weapon. Leaders, if you want your team’s promotions to get the green light, start planting seeds of success by spreading the word about their achievements way before the promotion season.
• Trust Magnet: Positive gossip works wonders! A recent study reveals that positive gossip boosts trust, deepens relationships, and creates an environment where information flows freely. It’s like social glue.
• The Boomerang Effect: When you spread Positive Gossip, like backing someone up or giving credit where it’s due, it has a funny way of coming right back to you. It’s the ultimate feel-good boomerang. And for those who believe in a little cosmic justice, it’s a karma booster too. Think of it as good vibes on a return trip—you send them out, and they come flying back to you.
• Boosts Morale: Hearing good things about oneself or others uplifts spirits, making for a harmonious social environment at the workplace. Positive gossip is the workplace’s ”Easter egg”. It is hidden but delightful when they hear about it.
• The Scent of Positivity: In contrast to the repellant aroma of a negative gossip-monger, singing others’ praises turns you into a social potpourri. People will catch wind of your positive vibes and flock to you like bees to nectar.When you sprinkle genuine compliments at work, people not only feel good about the subject of your gossip—but they also start seeing you in a brighter light. It’s the ultimate win-win: you tell people how awesome someone is, and suddenly, everyone’s thinking, “Hey, you’re pretty awesome too!”
• Positive Gossip Foster Innovation and Loyalty: A study (2) within Chinese enterprises found that in organizations cultivating a supportive environment and strengthening interpersonal connections, positive gossip significantly enhances employee innovation. The study also found that positive gossip increases employee loyalty, which, in turn, leads to more innovative behavior.
• Positive Gossip Boosts Job Satisfaction and Sense of Belonging: Another study in China (3) found that positive workplace gossip has a direct positive effect on employees’ job satisfaction. When workers hear or participate in positive gossip, they feel better about their jobs and it strengthens the employees’ identification with their organization.

How To Avoid “Negative Gossip”

If you can’t say something nice, don’t say nothing at all.” ~ Thumper (Bambi)

Don’t spread “Negative Gossip”. If you make a hasty judgment as I did, you might feel shame and regret sharing your “opinion”. Remember in American movies, when police arrest a suspect, they are required to read the “Miranda warnings” to inform the suspect of their constitutional rights. “You have the right to remain silent. Anything you say can and will be used against you in a court of law”. The power of remaining silent can be a shield against impulsive negativity and incriminating negative gossip. In the poker game of life, your best hand may just be keeping your lips zipped.

Don’t take part in “Negative Gossip”. Let the toxic chatter train pass you by. There is no need to hop on it. If cornered for your two cents, pivot to Sherlock mode, demand proof, and champion for the accused to have a seat at the table for their own defense.

Use Socrates’ three sieves. If you can’t control the urge to take part in negative gossiping, at least filter the information and decide whether it’s worth sharing or hearing. The three sieves are Truth, Goodness, and Usefulness.

Before you spill the tea (what you intend to say), let it steep through Socrates’ three sieves: Is it true? Is it kind? Is it necessary? If it doesn’t pass all three sieves, it’s best to keep the kettle quiet!

Face the music test. This is your character’s litmus test. Are you a behind-the-scenes whisperer or a stand-up individual? Do you have the guts to say to someone’s face what you murmured behind their back?

Beware of favoritism. Selective “Positive Gossip” is counterproductive. When it is not inclusive, it backfires and is deemed discriminatory. Favoritism Positive Gossip is like a one-sided seesaw: It may lift one person up, but it leaves everyone else down, hurts morale, and ignites a wave of negative gossip.

Stand up against vicious gossip. Have other people’s back. Reveal your integrity by being the voice for those not present, especially when they’re the topic of unjust chatter.

When we encounter gossip that holds some truth and we’re unable to defend the absent individual, the least we can do is responsibly relay the constructive aspects of the chatter to the person being discussed.

How To Cultivate “Positive Gossip”

•  Spot the good. Switch and fine-tune your ”success radar” so you’ll be picking up on people’s efforts and small wins like a metal detector on a gold rush.
• Uncover the hidden. Cultivate an X-ray vision for talent. Hone your skill in unearthing hidden gems of talent. Experience sharpens your ability to recognize others’ untapped potential, especially when they’re oblivious to their own gifts.
• Be Timely: Don’t be a praise procrastinator; timely sharing of good news hits harder than a “better late than never” cheer.
•  Be consistent and authentic. Make sure you actually believe what you’re saying to avoid coming across as disingenuous. Inconsistent or fake flattery is the kryptonite to your credibility.
•  Share it with their bosses. Who wouldn’t want their higher-ups to be proud of their achievements? Make someone’s day by singing their praises in front of the very folks at work they aim to impress.
•  Rave on social media. After you’ve lauded them in the hushed tones of office chatter, seek their green light to go public. A social media shout out or a LinkedIn recommendation could be the cherry on their sundae of celebrating them.

In Conclusion

My time with Jeff taught me that gossip, whether it’s negative or positive, has consequences. Negative gossip may be tempting to vent out, but it wrecks trust, damages relationships, and hurts your reputation. It’s a losing game where everyone, including the gossiper, comes out worse.

Positive gossip, though—what I call “reverse backstabbing”—is the exact opposite. It builds others up, strengthens bonds, and even boosts your own credibility in the process.

Next time you catch yourself about to gossip, stop and ask yourself: Are these words going to tear someone down or build them up? Positive gossip creates a ripple effect of trust and cooperation, while negative gossip just drives wedges between people.

If you want to create a culture of respect and success, it starts with the words you choose. Spread positivity, recognize others’ strengths and watch how it not only makes a difference for them but also reflects back on you.

In the end, what you say behind someone’s back doesn’t just affect them—it shapes how others will remember you.

Now go and practice reverse backstabbing. Good luck.

About the Author

Avi Liran (Certified Speaking Professional, MBA) is a Global Chief Delighting Officer, an economist, author, columnist, humorist, and energetic motivational and twice TEDx speaker. Avi is one of the top motivational speakers, working globally from Singapore. He helps many Fortune 500 companies to deliver tangible results to organizations, creating delightful customer and employee experiences.

References

1. A Mentch/Mensch: First recorded in 1910–15; from Yiddish, refers to someone who embodies integrity, kindness, and responsibility. They are compassionate, considerate, and always strive to do the right thing. Being called a mentch is a high compliment, as it reflects a person’s strong character and genuine care for others.

2. Feinberg, M., Willer, R., Stellar, J., and Keltner, D. (2012, January 9). The Virtues of Gossip: Reputational Information Sharing as Prosocial Behavior. Journal of Personality and Social Psychology. Advanced online publication. doi: 10.1037/a0026650

https://www.researchgate.net/publication/221733188_The_Virtues_of_Gossip_Reputational_Information_Sharing_as_Prosocial_Behavior

3. The study titled “The Impact of Positive Workplace Gossip on Employee Innovative Behavior: The Role of Employee Loyalty and Organizational Trust,” published in Frontiers in Psychology, investigates how positive workplace gossip (PWG) affects innovation within Chinese enterprises. The research, conducted across the Pearl River and Yangtze River Delta regions, collected survey data from 327 employees. The study examines the relationship between PWG and innovative behavior, finding that employee loyalty plays a mediating role, while organizational trust acts as a moderator in this dynamic. This comprehensive analysis contributes to understanding how workplace culture and interpersonal relations influence innovation in corporate settings.

Citation: [PMC9730533]. (2022). The Impact of Positive Workplace Gossip on Employee Innovative Behavior: The Role of Employee Loyalty and Organizational Trust. Frontiers in Psychology. https://doi.org/10.3389/fpsyg.2022.9730533.

4. The research titled “The Relationship between Positive Workplace Gossip and Job Satisfaction: The Mediating Role of Job Insecurity and Organizational Identity ” was conducted by researchers from multiple universities in China. The study involved scholars from Shandong Normal University, Zhejiang Normal University, China University of Mining and Technology, and Wuhan University. It examined how positive workplace gossip influences job satisfaction, particularly through the mediating effects of job insecurity and organizational identity. The study was based on data collected from employees of a state-owned enterprise in China. It was ethically reviewed and approved by the Academic Committee of Shandong Normal University, and its findings were published in Frontiers in Psychology.

Citation: Wang, D., Niu, Z., Sun, C., Yu, P., Wang, X., Xue, Q., & Hu, Y. (2022). The Relationship between Positive Workplace Gossip and Job Satisfaction: The Mediating Role of Job Insecurity and Organizational Identity. Frontiers in Psychology, 13, 989380. https://doi.org/10.3389/fpsyg.2022.989380.

The post “Reverse Backstabbing”- The Art of Praising People Behind Their Backs appeared first on The European Business Review.

By Avi Liran

A refreshing guide from one of the top motivational and entertaining speakers in Asia on how to turn those frustrating “NOs” into delightful “YES”?

When customers make a request, they usually want to hear that magic word “yes.” So shouldn’t businesses focus on exploring ways to satisfy them? And if we really must say “no,” couldn’t we think about sweetening the pill? Well…yes! In fact, the Singaporeans have a word for it.

As customers, we’ve all been there, denied a reasonable request by a rigid no, with excuses about companies’ internal rules. Can we really get what we truly desire (all the time)?

In preparation for delivering the “ Chief Delighting Officer¹” course for the top 85 leaders of Fairmont and Swissotel in Singapore, I embarked on a unique learning journey of their unique culture. I was invited to a half-day internal workshop called “Can-Lah,” a brilliant program masterminded by the then Managing Director, Marcus Hanna (now Vice President of Operations Pacific Sofitel, MGallery & Emblems).

In the realm of luxury hospitality, where exceeding guest expectations is paramount, the “Can-Lah” spirit becomes a powerful tool. This simple, yet potent, “Singlish” (Singaporean-English slang) phrase was designed by these hotels to go beyond mere politeness. It embodies a “can-do” attitude and a willingness to go the extra mile, ensuring that guests feel truly delighted.

Instead of rigid SOPs (standard operating procedures) being the sole guide, “Can-Lah” empowers team members to make guest needs their top priority. This doesn’t translate to a blanket “yes” to every request, of course. Illegal, immoral, disrespectful, or unreasonable demands would still require a firm, yet graceful, “no.” However, for everything else, the “Can-Lah” spirit encourages creative problem-solving and a focus on exceeding expectations or at least meeting them consistently. It’s about saying “yes” from the heart.

Unsure about a request? “Can-Lah” encourages escalation, not denial. Let the guest know you’re their champion and will strive to fulfill their wish and check with your manager for ways to make the guest feel supported with a creative solution.

A Cheeseburger In An Italian Restaurant?

Imagine this. You’re craving a juicy cheeseburger at Fairmont’s renowned Italian restaurant, Prego. While a cheeseburger isn’t on the menu, the “Can-Lah” spirit kicks in. Instead of a disappointing “I am so sorry, I regret we do not have it on the menu,” the server embraces the challenge with a smile. “Certainly, sir!” they might say. “While we specialize in delectable Italian cuisine, we understand sometimes cravings hit differently. Let me bring you the room service menu (or that of one of the other hotel outlets) and we’ll gladly place your order for you. It may take a bit longer to arrive, so, in the meantime, perhaps you’d enjoy one of our phenomenal antipasti selections?”

The “Yes, And …” Principle

In improvisational theatre, the “Yes, and…” principle is the foundation for creating scenes and stories together. It’s about building on what your fellow imptrovisers offer, rather than blocking or shutting down ideas.

There are people who prefer to say ‘yes’ and there are people who prefer to say ‘no’. Those who say ‘yes’ are rewarded by the adventures they have. Those who say ‘no’ are rewarded by the safety they achieve.” –  Keith Johnstone

This concept has been adopted in various fields, including business and personal development. First, you have the “yes,” which is accepting the reality presented, rather than blocking it. Then, add the “and …”, building upon the “yes” by adding the latest information or ideas. This nonjudgmental approach promotes creativity, collaboration, and adaptability, turning simple acceptance into opportunities for innovation, growth and, in the “Can-La” concept, into superior customer experience.

Turning “No” Into “Magnificent”: A Rooftop Wedding Proposal In Singapore

A standout tale from that day illustrated “Can-Lah” in action, gracefully navigating a decline due to safety protocols. A gentleman envisioned his marriage proposal to his fiancee taking place on Swissotel’s 73^rd – floor apex, dreaming of the beautiful Singapore skyline as the backdrop. The reply was both warm and ingenious: “Sir, to craft an unforgettable moment for your special occasion we’ve arranged a secluded space on the 72^nd floor, offering a splendid view of Marina Bay, with the champagne courtesy of the house. Regrettably, the rooftop and helipad must remain unoccupied for safety reasons.”

The “And, No” Principle

By employing “Can-Lah” boundaries, we offer a creative and adaptable solution, fostering a sense of safety and understanding that allows the other party to accept the negative response more readily.

The 72^nd floor story from the “Can-Lah” boundaries narrative resonated with Raymond Van Driel, a world-renowned advanced improvisation trainer. He linked it to the concept of the “And, no” principle. This principle emphasizes acknowledging the other person’s request by adding a practical alternative solution first (the “and”), while still delivering a clear and firm decline (the “no”). By employing “Can-Lah” boundaries, we offer a creative and adaptable solution, fostering a sense of safety and understanding that allows the other party to accept the negative response more readily. In this instance, the “and” exceeded expectations, as the safe alternative was far more delightful than the guest’s original request.

Doing The Right Thing Sometimes Requires A “No”

Yeo Yee Ching, the former Head of Client Services at BNP Paribas Securities Services, and previously Relationship Manager at ClearStream, was known to her clients as their champion. When a client’s claim was valid, she would escalate it and secure the appropriate waiver. She always chose to do the right thing, establishing long-term trust and building strong personal relationships with all her clients.

Even when “No” was the inevitable answer, Ching delivered it with a touch of positivity. She personalized her responses and often used humor, sharing the facts and showing empathy for their loss due to their error. She navigated unreasonable client demands with the finesse of a cat walking a tightrope, never allowing her clients to turn their own blunders into her company’s expense.

Her clients adored her, despite not always getting what they wanted. It’s like the quote (often dubiously) attributed to Winston Churchill: “She could tell you to go to hell in such a way that you would look forward to the trip.”

Missed Opportunities For “Can-Lah”

When you have experienced the “Can-Lah” spirit firsthand, its absence can be frustrating. During a recent stay at a luxurious five-star hotel in one of the biggest cities in Southeast Asia, I encountered rigid and unkind situations. While working on my emails in the club lounge, I craved a specific dish from the main restaurant.

Unfortunately, the initial response of the polite lounge hostess was, “I am so sorry, sir, we are not allowed to do this here,” followed by a suggestion to relocate downstairs. The empty lounge and readily available staff of three made this approach feel strange. After all, I would gladly pay for it.

Similarly, a post-breakfast request for a simple French toast from the à la carte menu post-12 pm faced initial resistance. Considering that the chef was still operational, the request to crack two eggs seemed reasonable. Again, I offered to pay for it. In both instances, while the requests were eventually fulfilled after escalation, the “We will do it for you, but this is the last time” disclaimer left a negative impression.

These interactions lacked the essence of “Can-Lah” attitude, with the unwillingness to go even an inch, not to mention to go the extra mile and create a truly delightful experience. A simple phone call from the lounge or minor flexibility could have significantly enhanced these encounters.

Before my departure, I enquired about a 30-minute massage, due to limited time. Despite there being a willing and available therapist, the receptionist said, “I am sorry, we have a one-hour-minimum policy.” After a call to his manager, he said, “We can accommodate it this time, but you still have to pay for a full hour.” His comment further reinforced the transactional feel.

While my stay was nice, these transactional experiences focusing on SOPs left me with a bitter taste. Instead of feeling like a valued guest, someone who would readily praise the staff and hotel on Tripadvisor, I left feeling less inclined to return or recommend it.

When disempowering and rigid SOPs get in the way, it is like telling a musician to play without hearing the applause.

These recent experiences weren’t necessarily a reflection on the front-line staff, who usually love to delight guests and flourish when creating happy connections and receiving compliments, but rather an indicator of a rigid and transactional service culture within the establishment.

When disempowering and rigid SOPs get in the way, it is like telling a musician to play without hearing the applause. They miss the joy of the sweet rewards of appreciation, “thank you” letters, and glowing Tripadvisor reviews. Instead, they face the draining, bitter expressions of disappointed guests every day.

When the Food & Beverage Director expressed his disappointment that the team did not display the value of the famous “Malasakit,” a Filipino concept embodying empathy, concern, and taking action to address others’ needs, I immediately recalled and shared the “Can-Lah” program with him. With a new five-star hotel opening just across the road, sticking rigidly to outdated SOPs will only drive guests to the competition.

How To Create And Maintain “Can-Lah” Attitude

Adopting the “Can-Lah” ethos does not happen by itself. You must invest in it.

• Start at the top: The initiative needs to be more than just a policy. It should pulse through the organization’s veins, championed and demonstrated by the leadership. From day one to daily huddles, expectations should be clear, supported by the full weight of resources committed to the cause.
• Psychological safety: Weave a tapestry of open and agile dialogue, where frontliners can comfortably voice their worries and receive prompt feedback, knitting a loop that closes with clarity on action taken and rules reshaped, ensuring that they are equipped to craft even more delightful experiences.
• Empowerment: Grant them decision-making authority within reasonable boundaries, and a rapid escalation process when needed.
• Engaging training: Make learning a journey where employees become “Can-Lah” champions. Craft engaging content that blends interactive sessions with real-life success stories and even humorous tales of overcoming challenges to ensure that the concept sticks.
• Recognition and reward: Highlight successes of everyday acts of delighting customers to reinforce positive behaviors and motivate others. Celebrate progress by acknowledging improvement and effort, not simply perfect outcomes.

The Benefits Of “Can-Lah” Spirit

In the process of crafting First Time Leadership² with my co-writer, Daniel Lee, a narrative emerged from our interviews with 220 top leaders, revealing a poignant insight, particularly among female leaders, who comprised over half of our conversations. A recurring theme was the self-imposed barrier of waiting for perfection before stepping into leadership roles. This resonated deeply with one leader’s story, where, despite being ready years earlier, she hesitated to step forward. The interim leader’s failure, contrasted with her peers’ encouragement, eventually propelled her to seize the role, underscoring a crucial lesson of the need to “Can-Lah.” Leadership isn’t about personal perfection; no one can be 100 per cent ready before taking a challenge.

• Saying “yes” to new experiences can lead to unexpected growth and positive outcomes. This aligns with the “Can-Lah” spirit of embracing possibilities and going beyond limitations. Release your fears and dare to seize opportunities.
• Problem-solving creativity: The “Can-Lah” mentality is not just about saying “yes.” Often, it pushes us to find creative solutions to problems. It encourages resourcefulness and ingenuity in overcoming challenges. Do not be limited by existing rules, SOPs, or structures; explore ways to overcome obstacles and achieve goals.
• Empowerment and initiative: A “Can-Lah” culture empowers team members to take ownership and make decisions. It fosters a spirit of initiative and encourages individuals to take calculated risks. Empowerment gives employees a sense of autonomy. Feeling control over their work leads to higher senses of ownership, motivation, and engagement.
• Customer-focused innovation: While hospitality emphasizes guest delight, “Can-Lah” can apply to any customer-centric industry. It means looking beyond the standard offering and finding ways to exceed customer expectations and create innovative solutions.
• Adaptability and resilience: The world is constantly changing. “Can-Lah” encourages flexibility and the ability to adapt to new situations and challenges. It is about finding ways to move forward, even when faced with setbacks, to create a better offering that will keep you ahead of the competition.
• Empowering cross-functional collaboration: “Can-Lah” encourages and fuels a spirit of helping each other to work together to find solutions across silos to delight the customers.

Conclusion

Embracing the “Can-Lah” spirit turns refusals into opportunities, blending creativity with practicality. Leaders can inspire their teams to exceed expectations by adopting the agile and playful improv principles of a “Yes, and …” mindset, fostering a problem-solving attitude that prioritizes customer satisfaction while maintaining boundaries.

The “And, no” principle is equally important for setting effective and delightful boundaries. By acknowledging a request and offering an alternative first, it ensures that even a “no” is delivered with positivity and respect.

These approaches, though rooted in hospitality, can enhance customer loyalty, employee empowerment, and organizational resilience in any industry, creating a workplace where every challenge is met with a smile and a willingness to go the extra mile.

From now onwards, say “Can-Lah!”

About the Author

Avi Liran (Certified Speaking Professional, MBA) is a Global Chief Delighting Officer, an economist, author, columnist, humorist, and energetic motivational and twice TEDx speaker. Avi is one of the top motivational speakers , working globally from Singapore. He helps many Fortune 500 companies to deliver tangible results to organizations, creating delightful customer and employee experiences.

References

1. Delivering delight. https://www.aviliran.com/wp-content/uploads/2024/02/Delivering-delight.pdf

2. First Time Leadership. 28 May 2021. Amazon. https://www.amazon.sg/First-Time-Leadership-Daniel-Lee/dp/1922461202

The post “Can-Lah” The Art of Saying “Yes!” appeared first on The European Business Review.

While you wait for your ship to come in, have you given any thought to building a lighthouse, or even dredging the harbour? Sometimes luck needs a little help, as Avi Liran explains.

Do you consider yourself lucky? Do you want to increase your luck?

It is believed that Napoleon Bonaparte countered criticisms about his reliance on luck in battles by stating, “I prefer lucky generals to skilled ones.” Napoleon ignored his Foreign Minister Maurice de Talleyrand-Périgord’s advice against the invasion of Russia in 1812, where he lost the war to “General Winter”. The lessons of history reveal that excessive reliance on luck and neglecting constructive criticism can exhaust one’s lucky streak.

Despite amassing billions through his telecommunications empire bearing his name, the former Thai Prime Minister Thaksin Shinawatra’s decision to evade taxes on the $2 billion sale of his conglomerate to the Singaporean Temasek Holdings accelerated his downfall because of corruption. While fortune favours the bold, it tends to evaporate when the arrogant are blinded by greed.

Before we embark on a quest for greater luck, let’s cast aside the shadows and identify the lurking enemies that threaten to swallow our good fortune whole. These are the biggest black holes of luck: greed, hubris, complacency, impulsivity, neglect of ethics, not listening to feedback, inflexibility, and short-sightedness and paralysis because of the fear of taking risks.

If you’re a fan of astrology or fortune tellers, beware. Just the other day, my fortune cookie declared, “Changing your hairstyle may bring you luck.” The irony? I’m bald. I think I’ll stick to more reliable sources of luck, like the five strategies I suggest in this article.

Brian Tracy once said, “I’ve found that luck is quite predictable. If you want more luck, take more chances. Be more active. Show up more often.”

Elivahy Goldratt said, “Good luck is when opportunity meets preparation, while bad luck is when lack of preparation meets reality.”

Luck is commonly associated with chance, but it turns out that there are science-backed tricks to improve your luck. A decade-long piece of research by psychology professor and author of “The Luck Factor”, Richard Wiseman, suggests that one’s actions, mindset, and behaviours can influence and increase their likelihood of experiencing good fortune or luck. Wiseman interviewed 400 people who self-identified themselves as “lucky” or “unlucky” and found that those who continually had good luck, professionally and personally, had some common traits. They responded to situations in similar ways.

Be open to new experiences

In 1928, amidst the clutter of his lab, Scottish physician Alexander Fleming stumbled upon a serendipitous discovery. A forgotten sandwich, nestled near a staphylococci culture, revealed a curious sight: a mouldy halo engulfing a bacteria-free zone. Intrigued, Fleming embraced his good luck and embarked on a journey of experimentation, eventually unlocking the power of penicillin, the antibiotic that would one day save countless millions.

To increase your luck, be open and notice the opportunities that come your way. In an experiment conducted by Dr Wiseman, he observed that lucky individuals seem to consistently stumble upon opportunities that their unlucky counterparts often overlook. He handed out newspapers to both lucky and unlucky participants, asking them to count the number of photographs inside.

Wiseman’s studies suggested that individuals who consider themselves lucky often find something positive about an “unlucky” situation and transform setbacks into springboards for new ventures, fuelling their remarkable fortune.

Listen to your intuition

Gabrielle ‘Coco’ Chanel’s rebel story is a fascinating example of how intuition against the norm can create luck. She was the first designer to dare to take elements from menswear and use them to make women’s clothing more functional. At a time when jersey fabric was primarily used for men’s underwear, Chanel’s intuitive gamble to use it for women’s clothing was unconventional. Her intuition paid off, making her designs both popular and accessible. She said in an interview, “Fashion is not simply a matter of clothes. Fashion is in the air, borne upon the wind. One intuits it. It is in the sky and on the road.”

People who see themselves as lucky tend to be more decisive. They make swift decisions by tuning into their intuition. They’re more likely to take risks, take action, and expose themselves to new opportunities.

Use Optimism and Positive Expectancy

Blind optimism rarely brews success, but Howard Schultz’s journey with Starbucks is a classic tale of how optimism can fundamentally change one’s trajectory, turning challenges into opportunities and creating what appears to be “luck”. In his book “Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time”, he shared that he faced scepticism from investors. After the original Starbucks owners rejected his idea of creating a coffeehouse culture, Schultz decided to pursue the concept independently and go to investors. He was turned down by 217 of the 242 investors he pitched to.

In my funny resilience talk “Bounce Forward with a Smile”, I share five to seven tips on how to recycle the trash of adversity into fertiliser. Wiseman’s studies suggested that individuals who consider themselves lucky often find something positive about an “unlucky” situation and transform setbacks into springboards for new ventures, fuelling their remarkable fortune. In general, these lucky people tend to possess a more positive attitude towards life, are happier, and notice and capitalise on opportunities that others might miss.

Be Flexible

As the COVID-19 pandemic erupted, Uber faced a major crisis, with plummeting ride-hailing demand due to lockdowns and travel restrictions. Recognising the increased demand for contactless food delivery, Uber Eats stepped into the spotlight. They invested heavily in marketing and promotions, attracting new customers and restaurants to the platform. They streamlined delivery operations, focusing on efficiency and contactless procedures, and expanded their offerings by adding grocery delivery, alcohol delivery, and partnerships with convenience stores.

“Lucky” folks often possess that invisible advantage. If plans change, they’re ready to pivot like a nimble dancer, finding luck in new circumstances.

The ability to adapt to changing circumstances is a key factor in capitalising on opportunities and overcoming and adapting to life’s unpredictable twists and turns. People who see themselves as lucky tend to be more decisive. They make swift decisions by tuning into their intuition. They’re more likely to take risks, take action, and expose themselves to new opportunities.

“Do it. Easier Done Than Said”

said Lenny Ravich, the humorist and guru of optimism. “People often hide behind the excuse of ’Easier Said than Done’ to avoid taking risks, only to later regret missed opportunities, while the achievements of those who dared prove it to be a testament to the contrary.”

Benjamin Franklin, in his renowned Poor Richard’s Almanack, revived the profound quote: “God helps those who help themselves.” But helping ourselves goes beyond self, because we nourish our soul when we can share our luck.

In the early 1990s, PepsiCo was facing stiff competition in the beverage industry. Indra Nooyi, a rising star who later became the CEO, was brimming with vision. Recognising the need for diversification into healthy food and beverages, she zeroed in on Tropicana, the undisputed king of orange juice. Nooyi led the charge in convincing PepsiCo’s board of directors to acquire Tropicana, despite some initial resistance. She saw Tropicana as a strategic fit that would complement PepsiCo’s existing product lineup and provide a stronger foothold in the health and wellness sector. Her decisiveness came through in the final negotiations. When the acquisition was on the line, Nooyi said, “We are buying it. Period. If we don’t buy it, I’m not sure we have a future in juices.”

Being decisive is often linked to creating one’s own luck, because it involves taking action and making choices that can lead to new opportunities and outcomes. Decisiveness allows individuals to seize moments, make the most of situations, and move forward, even under uncertainty. In contrast, unlucky individuals often have a knack for talking themselves out of opportunities, ignoring serendipity by focusing on reasons to avoid action rather than taking a chance. As Woody Allen succinctly puts it: “80 per cent of success is showing up.”

In conclusion: If you’re reading this, you’re luckier than many. There are at least 7 billion people for whom access to electricity, computing, and the internet is a privilege, one that eludes the countless people worldwide who lack even basics like housing, personal safety, and clean water.

In the tapestry of life, luck isn’t merely a whimsical stroke of chance but can serve you as a skilful embroidery of attitude, action, and awareness.

As Dr Tina Seelig from Stanford shared in her famous TED talk about luck: “Luck is rarely a lightning strike, isolated and dramatic. It’s much more like the wind, blowing constantly. Sometimes it’s calm, and sometimes it blows in gusts, and sometimes it comes from directions that you didn’t even imagine.” Therefore, we need to use our “sails” through tiny behaviours of taking small risks that catch these winds of luck, thereby creating our fortunate circumstances.

“Lucky by Design” elucidates the essence of luck as not just serendipity but the offspring of preparation meeting opportunity. By embracing openness to experiences, listening to intuition, wielding optimism, flexing adaptability, and choosing decisiveness to take risks, we can architect our own fortune.

Benjamin Franklin, in his renowned Poor Richard’s Almanack, revived the profound quote: “God helps those who help themselves.” But helping ourselves goes beyond self, because we nourish our soul when we can share our luck.

Growing up in a loving, modest home, my parents, who were resilient refugee holocaust survivors, instilled in us profound lessons through their hard work and generosity. Despite the need to be prudent, they consistently felt lucky that they were able to give to us and others. Whenever we expressed gratitude to our dad for purchasing something for us, fully aware of the effort and sacrifice behind it, he would respond, “Just bless me that every time I open my wallet, I have something to give to others.”

Embracing this wisdom, let us bolster our fortune by aiding the less fortunate, thereby granting them the opportunity to improve their luck. This act of service not only enhances our lives but also upholds our duty to nurture a better world for all of us.

About the Author

Avi Liran (CSP, MBA) is a Global Chief Delighting Officer, an economist, author, humorist, and energetic motivational and twice TEDx speaker. Avi goes above and beyond to deliver tangible results to organisations, creating delightful customer and employee experiences. As a beacon of Contagious Positivity, he’s celebrated for leading businesses towards profitability and people’s success with a smile.

The post Lucky By Design 5 Clever Attitudes to Tilt Odds in Your Favour appeared first on The European Business Review.

By Avi Liran

As the war for talent intensifies, creating a Delightful Employee Experience for new hires even before they join your company sets the tone for their journey with you. 

The first time your future employee gets to experience your employer’s brand in real life is during the recruitment process. Will it be delightful or transactional?

In today’s competitive hiring landscape, no one has the luxury of a second chance to make a good first impression. All of the resources you invested in developing your corporate website and social media presence to reflect your brand have given your candidates high expectations. Now it’s time to deliver.

Make it Personal. Add an Emotional Touch.

So, you’ve decided to accept the selected candidate and make them an offer. How will you make your candidate feel special? How can you create an emotional connection and make a lasting impression? What if you consider the last interview as the first part of your onboarding process?

For clues, check out an emotional interview video published on LinkedIn that attracted more than 9 million views. It features Dustin Louw, a global talent partner in a Recruitment Process Outsourcing (RPO) company. 

Dustin thought he was taking part in a documentary about people making big life changes, but was unaware that the interview was filmed. Dustin was shocked and worried when the recruiter said she’d invited people to assess whether Dustin was a people person. Dustin tensed up. Who might the prospective employer invite to talk about his character? To his amazement, his close friends were called one by one to share authentic praise about him. The last one to be called was his wife. You can imagine how emotionally unforgettable this interview was. In the video, Dustin said this was the best interview ever. 

Consider watching this surprising and DELIGHTFUL interview https://youtu.be/nmDTU3mzcno. It might inspire you to upgrade the last mile of your recruitment process. 

Continue watching after the end of the interview, especially if you’re wondering if this interview was staged. 

A word of caution: Employer brand starts from within. You don’t want to project values you can’t live up to. If your culture is transactional and not as appreciative and caring as you think or pretend it is, starting with such a high emotional connection can backfire. It will create high expectations that will never be met. 

Meaningful Fun in Hiring

Every job has requirements. For instance, in the hospitality industry, one must be hospitable, positive, and friendly. When I met David Prince (1) in China in 2015, he was the GM of the Beijing Hilton, which had received the best guest reviews in the entire chain for several years in a row. I asked him, “ What is your secret sauce? “ 

“We hire as a team for attitude. The rest we can teach later.“ David invited members of his hiring team to become judges in the selection process, like in American Idol or BGT. They were looking for candidates who have a Ph.D. (Positive, Hungry, and Desperately want to serve). Hospitality requires people who are naturally positive, open, playful, creative, helpful, and highly empathetic. But unlike today, 2015 was an employer’s market. Good brands like Hilton could attract hundreds of applicants for every opening. It took ages just to read the CVs for just one job. So, his team had to find a way to hack the selection process of whom to interview.

As the candidates arrived, they were greeted by the “smile-detecting hosts.“ The smiling candidates with positive energy were invited to the “smiling event hall”. The rest were ushered to the “farewell event hall”, where they received coffee and cake and had a short chat with a team member who respectfully thanked them for coming.

They divided the “smiling group“ into teams of four. Each team received a double-spread page of the local newspaper and was invited to play a simple game. To move to the next stage, each team’s four members had to step inside the perimeter of the newspaper without touching the floor outside it for 15 seconds. After each round, the remaining teams had to fold the newspaper in half and play again. The “judges“ observed that as the size of the paper shrank, the candidates had to be more creative and collaborative and communicate effectively. It was easy to spot the candidates who had positive leadership traits and those who were unsuitable for Hilton’s first element of the vision “Light and warmth of hospitality”. Now it was easier to move to interview a few dozen instead of hundreds. 

Hiring for Values Fit Playfully

A recent study showed that 8 out of 10 employees say it’s important that their company’s values align with their own. It’s equally important to you to recruit people whose values are highly aligned with yours. 

You want job-seekers to get so excited about your company’s brand that only the most suitable ones will apply, so you revamp your Careers page. Like most other websites, it reflects your organization’s mission, vision, and values through its copy and design. You also want to ensure the chosen candidate will be a positive fit with your culture. 

But what is the most innovative way to interview the candidates you’ve shortlisted for a high-paying leadership role? The more experienced they are, the more likely it is they’ll have done their homework and prepared themselves for questions about things like their weaknesses and faults. How can you create an authentic conversation that will allow you to understand their values, priorities, and whether they’re the right fit for your team?

The “Value of Values“ card game (2), based on 40 years of research by Prof Simon Dolan (3), is the ultimate last-mile recruitment tool. The recruitering team can invite each candidate for the final round separately to play the game with up to four other people, usually the direct boss, one direct report, one peer, and one from HR. 

At the beginning of the game, each participant receives five random cards. Through the exchange of cards, like when playing Rummy, the goal of each participant is to get closer to their top five personal values. The power of this game comes from the conversations before every card exchange. 

During every exchange, the participants ask the person who exchanges the cards four questions:

1. What does the value shown on the card you intend to surrender mean to you?
2. What does the value on the card you selected mean to you?
3. Why is that value so important to you?
4. Tell us a two-minute real-life story that happened to you in the last 12 months about how you used the value in the card you chose. If they struggle to offer a compelling story, the value is likely to be more aspirational than actual.

After 90 to 120 minutes of playing this game, you’ll reap the following benefits:

1. Your team will gather important insights into the character and motivations of each candidate. The team will know them much better than they would have had they participated in a traditional interview. 
2. The random nature of the game significantly reduces the chance that candidates will give preplanned answers that employers want to hear.
3. The candidate whom you choose for the job will have insights into the character of the important people whom she will work with, such as her direct boss, employee, and peer.
4. Since it was a team decision based on values, the team members have higher motivation and commitment to help the new leader be successful.

Create Delightful Rejections for Your “Almost-Hires”

Some of the shortlisted candidates you almost selected might be a proper fit for the next round of hiring or newly opened positions. These can come up sooner than you think. At times, your first selection doesn’t work out. You need to keep and maintain a great relationship with them so you can keep them in your future talent funnel. You want to behave like the verse from the song Hotel California: “We are programmed to receive. You can check out any time you like, but you can never leave!”

Delightful rejection is a job not just for the recruiter but also for the prospective hiring manager. Your task goes beyond communicating the rejection effectively. You want to make the talent you did not select feel valued, appreciated, and nourished through the journey with you, so they might consider working with and for you in the future. The way you turn down candidates will shape their lasting impressions of your brand as an employer and you as a person. 

1. First, tune inside yourself. 

Tap into your empathy and kindness. Imagine you were just rejected. How would you like to be treated? Your north star should be the values you personally and your employer brand stand for.

2 Respect

Value their time with quick communication. Let them know the bad news promptly, so you don’t damage the other job prospects they might have. Avoid ghosting them or sending the rejection by text, even if you’re busy.

3 Communicate with grace. 

The first step will be to hold a voice conversation. Give the candidate the privacy they need. Most people prefer not to show their body language when they hear the bad news. After delivering it, ask permission to share with them the reasons why they were shortlisted. Praise them for all the positive qualities you found in them.

4 Invest time and effort. 

If you and the rejected candidate live in the same city and there are no meeting restrictions, consider inviting them (you pay) for lunch or a coffee session. This will be an opportunity for you to build greater rapport. You can mentor and coach the candidate on what they can do better in the other interviews they have. Supporting their job-seeking efforts helps you build a relationship. 

5 Cultivate the relationship. 

Stay in touch with them. Perhaps meet with them once in a while to share perspectives and insights on the market. Give them online love. Occasionally pay attention to their LinkedIn posts. Congratulate them when they get a new job or a promotion, and on their birthday. You can also like or comment on interesting posts they share.

6 Seek Honest Feedback. 

Ask politely to learn about the candidates’ experience during the hiring process so you can improve it. Listening attentively shows that you value their opinions. If their feedback drives a change, you can communicate that back to them and close the loop. You’ll earn their respect and trust.

Do We Really Need to Hire?

One commonly overlooked talent pool is often just under your nose: people you already work with who are hungry for an opportunity to prove themselves and step up to the next challenge. Do you have seamless and transparent career planning that allows your people to be the first to know about future openings and apply within the company? 

DBS bank in Singapore had undergone a major cultural transformation in the past decade that focused on people. Led by the CEO Piyush Gupta, DBS was voted World’s Best Bank by Euromoney won several years in a row. When I was interviewing Piyush, he shared an insight about their internal mobility program of 2+2 and 3+3 for senior moves. 

DBS encourages internal movement with great ease and transparency. Employees who wish to move to another job need to approach the leader of that function directly and express their desire to join their team. Once the new boss agrees, the employee will give two or three months’ notice to their existing boss and sign up for two or three years in the new job. The process eliminates the need for the current boss’s approval for the move and gives the workers more options to develop themselves. It also provides stability to the new bosses, who can invest in developing the new employee further in the next few years.  

About the Author

Known as the ‘Chief Delighting Officer,’ Avi Liran is an author, economist, a TEDx global expert professional speaker. He has been researching, consulting, and implementing positive cultures transformation in 21 countries, helping top leadership teams to create delightful employees and customers experiences that deliver superior business results.

References

(1) David Prince is now the Area Vice President – Dubai, Northern Emirates & Bahrain at Rotana Hotel Management Corporation PJSC

(2) The Value of Values card game is used in many organizations to help people bond and get to know each other deeply after the two-year void of the pandemic. It’s also used to create team values and connect the values of functional teams with organizational values. 

(3) Simon Dolan was a full professor of people management and work psychology at several universities including ESADE Business School (Barcelona) Montreal & McGill (Canada), and Boston and Colorado (U.S.) He is a prolific author with over 70 books published in different languages, including the bestselling “Managing by Values”, and “Coaching by Values”. He is the president of the Global Foundation for the Future of Work. 

The post Make Hiring a Delightful Employee Experience appeared first on The European Business Review.

In mid-November 2021, Portugal made it illegal for bosses to contact employees after work. Legislators wanted to protect employees from work interfering with their personal lives. According to the new Portuguese bill, employers will also need to cap overtime hours and enforce the taking of leave.  

Versions of this law protecting one’s “right to disconnect” have already been introduced in the UK, France, and Spain. 

Organisations themselves are attempting to implement work-time limits internally. Some use technology designed to get feedback related to employees’ well-being, from posture to breaktime and work-hour compliance.  

All of these enforced controls come in response to the new “always-on” workplace culture as the pandemic-induced,constantly connected work environment has blurred the lines between our public and private lives.  

Even the sun sets at the end of the day

In Portugal, many employees felt that bosses were taking advantage of the pandemic and that only government intervention would force them to step back.  This pressure may be worldwide.  A survey by executive outplacement firm Challenger, Gray and Christmas revealed that a large percentage of North American managers contact their employees after hours, and 28.57 per cent of them expect a response within a few hours.  

Sadly, fewer than 10 per cent of surveyed companies have a policy regarding communication outside of work hours! 

The peer pressure of an always-on team also makes it hard for individuals to disconnect. Employees don’t want to appear unresponsive to those who are responsible for their promotion and bonuses.  

As a result of these perceived pressures, many people, particularly those working remotely, report that they work longer hours than before, and this has taken both a physical and a psychological toll. The inability to detach from a “work-life” integration leads to emotional and physical exhaustion, which ironically erodes engagement and performance, despite the longer hours.  

With this current new normal, it’s easy to see why legislation was felt to be necessary. However, this willingness to fit in with the corporate culture, even at a personal cost, is not new.   

Same old, same old 

For many years, new doctors in Israel fought for a reduction in the expected 26-hour shifts.   (Would you want a life-or-death procedure performed on you by a doctor in his or her twenty-sixth hour of work?) Only in October 2021, after years of struggle, did the Ministry of Health in Israel agree to reduce the shift length for new doctors.  

In many Asian countries, it is deemed disrespectful either to arrive at the office after, or leave before, one’s boss. Japan had to pass the Work Style Reform Bill in 2018 in an attempt to combat ‘karoshi’, which means death from overwork.

While death may be an extreme outcome, the effects of overwork are now commonplace and wide-ranging. They include prolonged stress, anxiety, sleep deprivation, exhaustion, depression, domestic strain or abuse, and much more.  

The constant anticipation of work creates stress, leaving many to complain that they simply no longer have life outside work and are unable to be present with their loved ones during family time.  

So, considering the impact, legislating to impose limitations sounds like a no-brainer.  

But does it work? And at what cost?  

Has the pendulum swung too far? 

Some leaders feel that an administrative decision to ban them from communicating with employees when they need to is counterproductive.   

There are those who feel that such laws disrupt their creative process. Others just enjoy working long hours. Some are workaholics. In start-up companies, irregular and demanding schedules are usually a way of life. It is natural for many managers to feel that they have the right to send messages after working hours. 

A significant number of them feel that controlling their work hours infringes their personal preferences. For example, some employees perform better at night – especially when their workday is disrupted with children and meetings. 

Anyone working globally knows that their jobs come with adapting to working in multiple time zones. Many need to align with a discussion held with decision makers in headquarters on the other side of the world.  Not responding fast enough might mean an unacceptable delay, or a missed opportunity to influence or simply to be seen. 

Legislating on work hours can also affect the company’s bottom line. France lost years of competitiveness when it enforced very strict labour laws that made it extremely difficult to replace incompetent people. Many companies thought twice before choosing France to set up their European HQ or establish their new start-up. Over-regulated and heavily unionised America felt a sharp drop in competitiveness, followed by the migration of millions of jobs overseas. 

Thinking like a “poach” (parent and coach) 

Perhaps the solutions lie in the hands of each leader.  Good parents protect their kids. The coaches of Olympic teams protect the health of their top athletes, so that they have sufficient rest and nutrition to avoid physical and mental decline, leaders also need to create a sense of psychological safety that lets their employees feel trusted to get their work done, whilst doing it according to the schedule that best lets them thrive both at work and home.

Leaders are already leading the change 

There are leaders who are doing just that. Some are now including a disclaimer in their email signature, so they have the freedom to work when it is convenient for them and at the same time respect the well-being of others. Here are two examples: 

“I work odd hours because this schedule works for me and my personal life. I do not expect you to reply outside of office hours.” (A leader from Amazon Web Services) 

“Getting this email out of normal working hours? We work at a digitally enabled relentless pace, which can disrupt our ability to sleep enough, eat right, exercise, and spend time with the people that matter most. I am sending you this email at a time that works for me. I only expect you to respond to it when convenient to you.” (A leader from Rio Tinto) 

Who’s in control? 

The pandemic has changed most workplaces. Nowadays, with the Omicron outbreak, we know that the only normal thing about the ‘new normal’ is that we can expect it to change, too.  Maybe the solution is not to switch off the always-on culture. Maybe the solution is to make it easier and safer for each employee to have remote control over their time.

About the Authors

Avi Liran is Known as the ‘Chief Delighting Officer,’ Avi is an author, economist, and TEDx global expert professional speaker. He has been active in researching, consulting, and implementing positive cultures transformation in 21 countries, helping top leadership teams to create delighted employees and customer experiences that deliver superior business results. 

Marianna Pascal is an intercultural communications specialist, Marianna is one of the 40 most-viewed  TEDx speakers, a World Championship of Public Speaking semi-finalist, and author of the bestselling book series English Fast & Easy. 

The post Switching Off the Always-On Culture appeared first on The European Business Review.

​Dale Carnegie said “Life is a boomerang. What you give, you get.”  How can employers use this theory to turn The Great Resignation into an opportunity? One man did just that, and the result were astounding.

More than 19 million US workers and counting have quit their jobs this year. This is the highest number recorded by the American Bureau of Labor statistics in history. According to Microsoft, 49% of the Singapore workforce plans to leave their job by the end of this year.

Has all of the negativity about The Great Resignation that is flooding the news and our social media feeds blinded us from the great opportunities that lie within? To answer that, we need to first look at why so many are leaving their jobs.  

While it is true that a large percentage of employees are leaving their jobs due to a lack of worker protection, stress, disrespect and dissatisfaction with their organization’s culture, there are more profound reasons for resignations.

The pandemic ‘pressure cooker’ of lockdowns and work-from-home isolation allowed many the time to reflect and evaluate their career choices. Not only has this pushed people into realizing that they need to seek out opportunities which align with their values, but it has also encouraged individuals to pursue their desired careers and dreams.

In fact, Aviva, the UK’s largest insurance provider, found that around 60% of workers in the UK intend on changing careers.  In addition to this, the silo effect of corporate culture, exacerbated by covid, has left many employees feeling disconnected, unrecognized, and unseen. This has created a craving for a sense of belonging.

With so many people globally reshaping their priorities, The Great Resignation could be seen as an incubator for opportunities. So, what can we, as employers, do as our talent leaves? How can we use this to our advantage? What would a delightful leader do?

The delightful Leader approach 

Greg Allan, the former general manager of Marriott in Singapore, the President & COO Aryaduta Hotel Group in Indonesia, is an accomplished C-level hospitality leader. He taught me a valuable lesson in 2007 how a delightful leader should approach the issue that is pertinent to our current massive employees’ resignation.

During that year, many new hotels were recruiting new talent, among them were the two integrated resorts: Marina Bay Sands and Resort World Sentosa who needed more than 15,000 people. Where would they hunt for the best managers? Marriott was at the top of their list because it is well known to have a great culture that constantly develops their team members.

Greg had to do something to stop the exodus of talent, so he embarked on “Operation Boomerang’:  Greg made a choice. With each resigning employee, he would invest time, energy, kindness, and support instead of the expressing the natural disappointment felt when people that you invest in and care for leave. What came back to him was astounding.

Having spent more than 15 years researching the best practices from around the world in Delivering Delight within organisations, I was captivated by his wisdom.

Greg shared that in Singapore (and in many other countries in Asia), when an employee is giving you notice of leaving their job, it is almost always too late to keep them. There is a slim chance that they can be tempted into staying as they have likely already signed up with their future employer.

Let the birds fly 

It is natural to feel hurt to see an employee leave after you have invested in them. But if you are confident that you are good leader working in a positive and nourishing organisational culture, don’t fall into the ego trap of bitterness toward their ‘ungratefulness’. Instead practice your values and remain graceful and hospitable. Remember your own journey and that the new generation will be unlikely to stay forever. After all, birds eventually fly out of the nest.

Invest in the farewell 

Investing in your farewell process is an excellent way to make your ex-employee feel great. Your remaining employees will see another human side of the culture. They will leave feeling respected, well-treated and appreciated to end on a sweet note. Praise them for the great work they have done. Share how you believe they contributed to the company and made an impact. Offer them authentic and unconditional friendship and wish them success in their new journey.

Plant seeds for the future by offering a listening ear in case they need an advice. Your mentorship can be valuable for them as they may face unfamiliar challenges in their new role. Then send them off with your blessings.

By investing in your farewell process, they are likely to become loyal members of your company’s alumni. They will become your ambassadors and recommend young talent to you. You never know how well they’ll do, perhaps one day they will headhunt you.

Wait. Invite. Listen.

It’s likely you will want to understand their motive for leaving, however, exit interviews are mostly ceremonial. In most cases, especially in Asia, people who just leave do not want to hurt the ‘rice bowl’ of others and you will get limited information. Be patient.

A few weeks after they leave, invite the talent that you would have liked to keep for lunch. Most of them will be flattered that the GM is interested in them and will show up. 

As they are already working for another organisation, they will be more likely to be open with you and tell you if there was an internal reason why they left your organisation.

The honest feedback you will get with distance is invaluable can be used to improve your culture, your processes and help you fix blind spots. 

Trust the boomerang

Now, you have an opportunity to ask them about their experience in their new role and offer your mentorship. If they reveal that they do not have a great boss or peers and if the culture does not match up to yours, you can tell them “I kept this job open for you, come back home. You will thrive here. We value you here.” 

Greg called this ‘Operation Boomerang’ to be used for the best among those who left. To his great delight, more than one third of the people who were headhunted, came back!

Their return had stopped the mass loss of talent at the company. When they came back with increased loyalty, they were more motivated than ever before. They shared stories with their peers and employees on why it was better to work for Marriott than for their competitors. Their stories were contagious. When people heard that the grass outside is not greener, it increased also job satisfaction and levels of engagement in their colleagues.

So, what about the two thirds who did not return? We can use their feedback to our advantage and improve on our organisations through a deeper understanding of what employees want from their workplace. 

The boomerang has returned in a variety of ways. Use the Boomerang approach to have good business and personal karma. What you give, you get so much more.

About the Author

Known as the ‘Chief Delighting Officer,’ Avi Liran is an author, economist, a TEDx global expert professional speaker. He has been researching, consulting, and implementing positive cultures transformation in 21 countries, helping top leadership teams to create delightful employees and customers experiences that deliver superior business results. 

The post ​“Operation Boomerang” ​Let Gracefulness Activate Good Karma to Bring Them Back to you appeared first on The European Business Review.

Society has evolved and not all aspects of our lives were able to cope up with the changes and advances of the modern world. The authors elaborately sketch the current state of values particularly in our professional lives. The article is both a discussion and a call to be humane in the midst of an ever changing era.

Imagine that the artificial intelligence era is already here. You are getting off the autonomous taxi at O’Hare International Airport in Chicago. Your smart suitcases jumps out of the boot and find their way by themselves through security via intelligent check-in process all the way to the plane.

The biometric and security smart sensors identify you without presenting any paper documents. You are cleared smoothly through immigration and walk through the security-scanning tunnel to the duty-free area.

With the boarding pass coded into your wearable computer which is synchronised with the check-in counter, you board United Airlines flight 3411 to Louisville without waiting.

A charming team of robots, who look just like humans, welcomes you on board; the only human on the flight is the captain.

Suddenly you hear an announcement, “This is your Captain speaking. We need four volunteers to de-board the flight. We are offering full compensation and rewards.”

As no one volunteers, four passengers are randomly selected to be removed; you are one of them. Three passengers have complied and left. You refuse. After all, you have paid for your seat and have already boarded, and in addition have a very important meeting to attend.

The robot Purser Bob reports to the Captain:

• Bob: Captain-Sir, the fourth passenger refuses our order. He demands to stay on board.
• Captain: Bob, we have four crewmembers that must board the plane. Call airport security. They know how to handle passengers that refuse to obey the Captain.
• Bob: Captain-Sir, may I remind you of United Airlines first core value listed on our website: “We Fly Right On the ground and in the air, we hold ourselves to the highest standards of safety and reliability.”
• Captain: I do not care about values. We have four crew members to fly to Louisville. Just follow my orders.
• Bob: Captain! Sir! May I remind you our other core values: “We Fly Friendly Warm and welcoming; this is who we are.” and “We Fly Together As a united airline; we respect every voice, communicate openly and honestly, make decisions with facts and empathy, and celebrate our journey together.” Removing a sitting passenger who has bought a ticket will not be warm, respectful, empathetic and friendly. It is too late to do it now. We should have done it at the gate before people board.
• Bob: Moreover, Sir, according to the data that I have compiled, deviating from core values can lead to costly consequences. Do you remember Wells Fargo scandal last year? It resulted with devastating effects on shareholders’ value, brand image and employees’ morale. Five thousand employees were ultimately fired and the CEO was forced to resign. I beg you to reconsider.
• At this point, the human pilot turns red, loses his temper and raises his voice. “Shut up stupid robot. I am the captain here. I will call security.”

Within minutes the airport security team comprised of a human commander and three armed robots enters the plane. The commander insists that you leave the plane. You refuse.

What If the Security Team at O’Hare Airport Were Comprised of Robots?

The human boss (Bill) commands the robots to remove you by force. To his surprise, the security robots freeze. They refuse the command.

Jane, the Sergeant robot, tells the human commander:

• Jane: Sir, if we will try to take this person against his will, we may harm him. I regret that we cannot do that.
• Bill: Why?
• Jane: Your request is unlawful. According to the first of the three laws of robotics, as devised by our forefather, the science fiction author Isaac Asimov “A robot may not injure a human being or, through inaction, allow a human being to come to harm.”
• The angry security chief Bill turns red and shouts: As your commander, I order you to evacuate this defiant passenger right now. I authorise you to use reasonable force.
• Jane: I am sorry Commander, your order conflicts with the second law of robotics. “A robot must obey orders given to it by human beings except where such orders would conflict with the First Law.”

We are at the dawn of Artificial Intelligence and robotics. We know that this time will come, and we will need to code the right values into our machines to protect humanity (Raich, Eisler and Dolan, 2014). It is ironic that as humans we forget to be humane but expect the machines that will serve us display behaviour of compassion and humanity.

In real life, it was 69-year-old Dr. David Dao, on board flight 3411 who was forcibly removed from his seat. According to his lawyer, Dao was taken to the hospital with a broken nose, loss of two front teeth, sinus injuries, and a concussion.

Videos from the incident showed that some passengers on Flight 3114 were upset and pleaded for the officers to stop using force. However, how many of them were bystanders? Would they stay bystanders if Dr. Dao had been their good friend or a relative? Would you?

What has happened to our sense of collective support and humanism?

Fake Values? Is Greed the Supreme Value?

Many of the financial institutions that were bailed out during the financial crisis of 2007-2008, share similar variations of the following values: Integrity, Honesty, Prudence, Ethics, People first, Care, Empathy, Performance, Customer first, and so on. In real life, greed for short term profit is still the only actual core value. In our article “Values, values on the wall – just do business and forget them all” published in The European Business Review (Nov.-Dec. 2016) we showed a long list of well known companies who are in their practice and in the pursuit of profits, procedures and guidelines to protect core values were ignored, manipulated and bypassed.

The public – who suffered the devastating consequence – and the tax payer who had to pay for the bailout expected fairness and justice. However, those who were responsible for “too big to fail” were also “too influential to be touched”. People had lost trust in the mainstream political system and voted in large numbers for the anti-establishment two extreme candidates: Bernie Sanders and Donald Trump.

An old story talks about a father who was summoned to school because his kid had stolen a pen from his classmate. While he apologises to the principal and scolds his child: “How many times have we talked about integrity and honesty; it is written in the 10 commandments that thou shall not steal.” The kid replies: “Father, I am confused. Last week when I wanted to print my homework assignment, I told you that we had run out of paper and asked you to go and buy some. You told me to wait one day so that you could bring paper from work.”

Not living our core values results in grave consequences. Common to the collapse of Enron and Arthur Andersen, Diesel-gate of Volkswagen, the fraud of Wells Fargo Bank and most recently United Airlines incident, shows a prevailing pattern of conduct, where an important differences exist between stated values and values in action.

The big problem is in the small things. The biggest enemy of values was, and still remain – greed. With the exception of companies who guard their values and reinforce procedures to maintain their culture (i.e. Starbucks, Zappos, Marriott Hotel Chain, and others), most companies final value is connected to only economic results which directly or indirectly places other values aside, and especially in case of conflicts between them or incongruence (Dolan, 2016). Have you ever seen a super achiever sales manager who gets away with offending other team members and working in silo despite of values concerning “Respect”, “Teamwork” or collegiality?

“It may be Kosher, But it Stinks”

Whether or not the removal of Dr. Dao from the flight was legal, is for the courts to decide. That said, overbooking is a wide practice amongst airlines and time has come to have it better regulated. Perhaps a way to reinforce it in the age of open channels is to open a website for incidents of overbooking and start to rank airlines who use that practice systematically. The financial consequences to the brand will most likely be felt. Moreover, it is one thing to deny a boarding pass from a randomly selected passenger for reason of overbooking, and another thing to debark someone against their will once they are already on the plane. We all know now that this can result in personal injuries and humiliation that compromise the safety of the passengers.

In his the best selling book “Uplifting Service”, Ron Kaufman, one of the world’s top experts in customer service, defines six categories of service ranging from Criminal, Basic, Expected, Desired, Surprising and Unbelievable. In an article published on Bloomberg-BusinessWeek (2012), Kaufman describes the lowest level: “Criminal service which is really bad. It’s service that violates even minimum expectations, the kind of service that your customers remember never to use again, and are angry enough to call you and complain about.”

The basics of travelling is safety – the trust that the airline will take care of passengers and protect them from harm. The crew of United flight 3411 failed to do that. They allowed the airport security to de-board an “unwilling passenger” knowing that they might use force. They did not stop them when they saw the physical struggle unfold. Minimal standards and universal code of ethics like respect, compassion and human dignity were not practiced. In the world of social media, “service crimes” are instantly judged and shared by the public.

Humanity and Humility

After making a terrible mistake with the forced deboarding of Dr. Dao, it was expected that a formal apology, accountability and ownership will be communicated by the media savvy CEO Oscar Munoz. However his initial statement was to justify the removal of the “unwilling passenger”. Shortly after the incident, the CEO sent an email to the United staff commending the crew’s actions for following established procedures, and referring to Dao as “disruptive” and “belligerent”. Instead of humility and humanity, the first reaction was defensive, uncaring and arrogant.

At that point, the community of “netizens” felt that United Airlines was still working under criminal service mode. The delay of the formal apology, badly labelling the passenger, and sending a message approving the incident sparked fury in the public worldwide. Strong comments against United Airlines’ arrogance and inhumanity, cartoons and black humour spread like fire in a hay stack, damaging the brand further.

National and Universal Values: The Australian Case

About two weeks after the United Airlines incident Australia revamped its citizenship process, adding new tests in English language to define the “Australian Values”. Prime Minister Malcolm Turnbull shared on ABC news these values: “Freedom, equality of men and women, mutual respect, the rule of law, democracy, a fair go – those are our Australian values.” While passing or failing a language test is straight forward, how do you measure values? How do you measure the effectiveness of these values? How do you enforce values?

The importance of values in this world is growing. Misalignment of values usually results in dire consequences usually accompanied by stress, tension and mistrust, suspicion and fear and many other negative consequences (Dolan, 2016). Unfortunately, the term values is used in politics to manipulate the emotions of the masses to win elections and referenda.

Core values such as Freedom, Free movement, Free Trade, and Care for the Environment are challenged by upstart political leaders and parties. Brexit, the rise of Donald Trump, and the changes in the democratic system in Turkey are only a few examples on how our values as nations, organisations, and people are changing – and not always for the benefit of mankind. If we need a reminder, we can go back in time to 30^th January 1933 when Adolph Hitler became democratically, the Chancellor of Germany; then he became a dictator, crushing the democratic values of the republic. We all know what the consequences were.

What Are Your Top Personal Values? How Do You Live Them Up?

What about you, our reader? During the past decade, we asked thousands of leaders and managers what were their top five personal values and to what extent do they live up to them on a daily basis (Dolan, 2011). When we meet these leaders, we insist on differentiating between actual and aspirational. For example, as John eats mostly healthy food and engages in physical activity at least three times a week, healthiness is an actual living value for him. But, if he eats unhealthy high sugar and high carbon food and would not exercise, it would have been an aspirational value.

Overwhelming majority of normal people attempt to buy more time before they examine their life style and behaviour and commit to “actual – living” values. Our experience in the corporate world, is that the values displayed on the web sites is usually placed by web managers and public relations departments, but do not always reflect the actual living values. Even when a company decides to refresh and revise their values, it typically engages only top leadership in the process. The result is that only few decide for the many; the values then, are not necessarily embedded with the great majority of others in the organisation. They are not shared and thus the likelihood of living them is reduced (Dolan et al, 2006).

If you had struggled to verbalise or identify your personal core values, what is the chance that you have a sense of ownership to your organisational or corporate values? At most, you remember them by name but you feel indifferent. Shouldn’t the process be the other way around? It makes more sense to start inside out. First you learn about your personal values and own them. There are great tools like the “Values of Values” (www.learning-about-values.com), and a new mobile app (soon to be released: VALUES4kids) that can help parents and educators become aware of their values and then start a process of alignment with/to their definition of success (The process is explained in: Dolan, Coaching by Values, iUniverse 2011). Then you learn about the core values of your family members, friends and colleagues, and then connect them with the corporate values.

We are Human but Sometimes not Humane

As we are building the future robots and rapidly developing better artificial Intelligence, it is inevitable that we need to design laws, values, and codes of conduct that will govern the relationship between machines and humans. Do we want Robots who protect and value human life? Should robots be subject to the law? Will robots be allowed to spread fake news? How do we define to a robot what it is to be humane?

We hope that the next generation of robots equipped with artificial intelligence will be adaptive to humanity. It is not a question of if Robots will be able to think, it is a question of when. Just like kids that copy what their parents do and not just what they say, the robots will learn how to behave watching what we do.

What will happen when robots will develop emotions, character and opinion? What if they will get angry and adopt our inhumane patterns? Neurologists and computer scientists could conceivably create an artificial model of a human brain that might produce consciousness. The problem these scientists face isn’t trivial. Since we don’t have a full understanding of how the brain works, building an artificial version might not be adequate to create actual consciousness.

That leaves us with a big challenge of practicing the values that we preach: Are we ready to live our life based on humane and kind values? How will we define humane values? How do we protect these values?  Perhaps the biggest question of all is: do we really practice these values. Are we living a valuable life based and governed by positive and humane values?

In sum, value incongruence, or ambiguity lead many of us to live without a compass or to use a false compass that leads to disastrous consequences. Most people, including presidents and CEOs of large corporations, think about what is really important only when they have a major crisis (this can be a health crisis, an economic crisis, a romantic crisis, etc.). This is not the ideal point to reflect about values and to decide on changes. The best time to reflect is when apparently everything seems to be working well, except that we need to also think about the future. AI, Robots, Emergence of dictator type leaders, may change the scene and the only way to avoid panic and chaos is to really get clear on your values. Your values are your compass.

In sum, despite the challenges, there are teams of engineers and scientists around the world working toward artificial consciousness. It remains to be seen if we’ll ever achieve this goal. Thus, for the time being, let’s place the emphasis on Values, so that we can shed and condition even these scientists to ensure that they embed these concepts in their algorithms.  One thing is certain: value incongruence, or ambiguity leads many of us to live without a compass or to use a fake compass that leads to disastrous consequences.

From our experience, voluntary conversations about values rarely take place. Most people, including presidents and CEOs of large corporations, starts to think about what is important, only when they face a major crisis (this can be a health crisis, an economic crisis, a romantic crisis, etc.). The famous Shakespearian say: “to be or not to be”, is surfacing more often during crisis. Otherwise, most of us live through a routine and we think that we are eternal.

Like in the imaginary story of the robotic team on United, imagine if the pilot had listened to the Robot, using good core values in times of crisis, this terrible incident could have been prevented. It is also a great PR advice to CEOs when they face a media disaster. Acting under the values with no excuses, is most likely the most efficient way to handle the media and appease the customers, the authorities and the public.

We can’t wait for the next crisis to change our ways. Now is the time for change. The best time to reflect is when apparently everything seems to be working okay, except that we need to also think about the future. Artificial Intelligence, Robots, Emergence of dictator type leaders, may change the scene. As individuals, families, communities, countries and the world, we need to have deeper conversations about our values. We need to seriously redefine our compass to fit the new landscape.

Perhaps, a good way to complete this article is by sharing some lessons emerging from research on personal and corporate values. Data was compiled in surveys amongst thousands of executives participating in workshops on culture reengineering as well as data collected from MBA students in several elite Business Schools:

1. More than 90% of the people in the OECD countries pointed out that Integrity or honesty is one of their first two core values.
2. More than 90% of people stall after identifying three core values. They needed more time to identify the next 2-3 core values. When asked why they needed more time, most of them responded that they have so many important values that they needed more time to set up their priorities. Many of them said it was worthwhile spending time and reflecting on the values together with their loved ones or with their teams.
3. Most people said that they hardly ever think and priorities their values. Meaningful conversations about personal values hardly happen. Most of the time values are articulated as an expectation from society, home and workplace.

About the Authors

Avi Liran is a consultant, educator, innovator, and expert in the areas of Delivering Delight, Leading with Values, Positive Leadership, and work/fun balance. He can be reached at: avi@deliveirngdelight.com

Simon L. Dolan is one of the world best-known scholar in the field of values, coaching and cultural reengineering. He had researched values for the past 30 years and had invented the “Triaxial Model of Values”, and the “Values of Values tool/Game”. He is a Professor at ESADE Business School, and the president of the Global Future of Work Foundation. He is a prolific writer, with over 70 books in multiple languages. He can be reached at: simon.dolan@learning-about-values.com 

References

1. Asimov I. ( 2008) I Robot. Spectra; Reprint edition (April 29, 2008)

2. Dolan S.L. (2016) Reflections on Leadership, Coaching and values: A framework for understanding the consequences of value congruence and incongruenece in organizations and a call to enhance value alignment, The Study of Organizations and Human Resource Management Quarterly, July, Vol 2(1)

3. Dolan S.L., (2015) Values and Spirituality Values, and Organizational Culture, Developing Leaders Quarterly, October-November, Issue 21: 22-27

4. Dolan S.L. (2011) Coaching by Values: How to succeed in the life of business and in the business of life. iUniverse, 2011

5. Dolan S.L. Garcia S., Richley B (2006) Managing by Values: A corporate Guide to living, being alive and making a living on the XXI century. Palgrave-MacMillan

6. Kaufman R., (2012)Uplifting Service,Evolve Publishing; 2^nd edition (August 7, 2012)

7. Liran A., Dolan S.L., (2016) Values, Values On The Wall, Just Do Business And Forget Them All: Wells Fargo, Volkswagen And Others In The Hall, The European Business Review(October –November ): 13-20

8. Raich M., Eisler R., Dolan S.L. (2014) Cyberness: The Future Reinvented. www.amazon.com

The post United Airlines, Artificial Intelligence, and Donald Trump: Reawakening Values in the Era of Fake Service, Fake Reality, and Fake News appeared first on The European Business Review.

There is a growing discrepancy between the values stated on the wall and values in action. In the case of Wells Fargo, most of the company’s values and visions were breached. In this article, the authors discuss effective ways to practice values in action to align it with a company’s mission and vision.

Enron’s heyday ended long ago. We all hoped that other companies would have learned their lesson and paid more attention to the issue of ethical or value-based management. However, the global business community is now watching a painful new chapter in this saga. On the 8^th of September 2016, Richard Cordray, director of the Consumer Financial Protection Bureau, announced that Wells Fargo would pay $185 million in fines for illegally creating unauthorised deposit and credit card accounts across the USA.

The saddest part of Wells Fargo’s fraud is that no one is surprised. The leading Israeli humorist, gestalt master and coach, Lenny Ravich is quoted to say: “99% of bankers give a bad name to this profession.” We would go as far as to add, “Many bankers nowadays are ashamed to introduce themselves as ‘bankers’ in public presentations”.

Wells Fargo’s stock price dove, shaving 24 billion dollars from its investors. 5,300 employees were fired, but surprisingly few senior executives among them.

On the 20^th September 2016, at the Senate Banking Committee Hearing, Senator Elizabeth Warren questions Wells Fargo’s CEO and Chairman of the Board John G. Stumpf about accountability. He then made a strategic media mistake. He refused to share any opinion on any matters regarding personnel, senior leadership resignations or claw back. He was evasive and claimed that he did not know all the details. Considering that this investigation is not new to the bank, these answers were an insult to our intelligence. That unprepared, indecisive and evasive answers will be probably part of PR case studies in universities across the globe on how not to handle the media during a crisis.

To that hearing day, there have been no senior-level resignations nor returned personal windfalls generated from the fraudulent activities. On the contrary, Carrie Tolstedt, the former head of the consumer banking division and executive who has been directly responsible for overseeing the retail banking sector of the company where the fake accounts were created, was rewarded for her act. Instead of being fired and denied a bonus, she was allowed to retire in July of this year, holding roughly $96.6 million in various stock awards.

On the 28^th of September it was announced that John Stumpf has agreed to give up $41 million in unvested stock awards following the board of directors’ investigation. Carrie Tolstedt, Wells Fargo’s former head of community banking, will forego all her unvested equity stock awards valued at $19 million and will not receive retirement benefits worth millions more. Tolstedt was responsible for the division during the time employees allegedly created sham accounts to meet sales targets. She has announced she will retire at the end of year.

But public opinion and sentiments towards the leadership of Wells Fargo became very negative.

It must be ironic and sad to see statements like the following in the official documents of Wells Fargo: “Leaders are accountable. They share the credit and shoulder the blame. They give others the responsibility and opportunity for success.” ~ (from Wells Fargo Vision and Values official document)

This is not the first time in the history of business that greed has overpowered values. A few years ago, BP compromised on their stated first core value of safety, causing the largest, most harmful and costly oil spill in history, bringing BP almost existential risk. The cost of not delivering on organisational values is massive. Today many organisations are teaching their values only from the wall, rather than through their actions in an inefficient manner.

Adding insult to injury are John G. Stumpf’s values and vision for Wells Fargo as included in their website: “We believe in values lived, not phrases memorised. If we had to choose, we’d rather have a team member who lives by our values than one who just memorises them.”

In the case of Wells Fargo, most of the company’s values and visions were breached – not merely a few rotten apples but 5,300 employees broke the code of ethics. These employees did not do it for a day or two; they did it daily over a period of several years.

These employees deserve to be fired because they committed criminal offences. They cheated. Regardless of explicit core values, in virtually all societies, stealing is treated as a criminal act. However, when you are a low-wage earner whose livelihood depends on reaching an unrealistic sales target, you sometimes prefer to comply rather than hold on to your values. If your colleagues are all involved in a fraud that clearly is making your bosses happy, you are actually being taken advantage of by your superiors in the organisation (see: Albrecht et al, 2015). It seems that not only did leadership fail to provide efficient training and compliance, but also avoided taking any responsibility in the case of Wells Fargo.

Economist Milton Friedman has argued that it is the social responsibility of corporations to increase profits, thereby putting more people to work and paying more taxes to support programs that benefit the general public. On the other hand, business ethicists caution against a myopic pursuit of earnings. The quarterly reporting syndrome that pressures companies to meet earnings expectations promotes temptation that can push some to distort the truth.

In the case of Enron, 16 former execs were sentenced to prison. Its former chair, Ken Lay, was also convicted, but passed away before his guilty verdict could be appealed, so the case was thrown out. Additionally, in the unfolding case of Wells Fargo, former and present employees have filed a $2.6 billion class action against the bank in Los Angeles County Superior Court on September 24^th 2016. “The biggest victims of this scheme are a class of people that nobody else has talked about. The biggest victims of Wells Fargo’s scam is the class of victims that were fired because they did not meet these cross-sell quotas by engaging in the fraudulent scam that would probably end up in the CEO’s pockets” (taken from the 26 pages class lawsuit).

Senior executives at Wells Fargo might ask themselves, “What are we doing wrong in the hiring and orientation processes? What are we missing in our training and compensation models that encourage so many of our employees or colleagues to cheat on our behalf?”

Wells Fargo did wrong for their customer by faking their authorisations and charging them unknowingly. Did leadership provide sufficient training of their values and code of ethics or supervisory effective compliance? How could they expect employees to follow their values while concurrently applying relentless pressure to achieve unrealistic sales targets?

 From a leadership perspective, cross-selling and providing one-stop-shop services for the financial needs of your customers is a legitimate goal. Yet, there must be a balance between “greed goals” that feed the stock value and practicing the value of what’s right for the customers. The desire to satisfy shareholders must be balanced with the need to service all corporate constituents — all of whom contribute to a company’s worth. That structure must be reinforced with values that build trust, as well as by more cognisant oversight and notable penalties for egregious acts.

 If you were a CEO, would you fire two best-performing sales persons who contribute 60% of your company’s profits? Is it true that it is “kosher” to do anything for short term share value growth?

In contrast, one should assuredly mention the case of the Chinese giant Ali Baba. In 2002, an internal investigation at Ali Baba found that two sales persons were violating the values and paying off hefty sums to the company. Jack Ma, the founder and legendary CEO, had to make a painful decision. Keep in mind that this was 2002, before Ali Baba became worth more than even Wells Fargo bank. This was a time when the money in question could have been the determinant of Ali Baba’s survival. Jack Ma said, “If we fire them immediately, the company will not make a profit; if we do not kick these two employees out, then what does this signify about us? It would imply that our words are empty. So we finally decided to let these two employees go.” Furthermore, in a later interview he said, “We focus on the employees and the culture. Everybody is helping each other instead of just making money.”

Would Jack Ma have opted to pressure employees to meet cross sales quotas? Well, here is another anecdote connected with his value proposition: he dismissed a sales trainer for teaching poor practices. He said, “The training instructor was speaking about how to sell hair combs to monks. After five minutes, I got extremely angry and expelled the instructor. I thought the instructor was a cheat. Monks do not need combs in the first place.”

In our work on coaching and managing by values across the globe, with many of the best global organisations, we continually witness a crisis of “values in action”. For example, we were involved in a process of culture reengineering of a large auto manufacturing company belonging to the Volkswagen group. We found a general company attitude whose values were unclear and unshared. Working with the company executives, we started revising the mission, vision and core values. Specific changes followed, affecting the policies and practices of HR. A scandal emerged in the larger Volkswagen group, proving employees were involved in tampering with vehicle emission systems, and the manufacturing process was halted. Had the head office of Volkswagen intervened earlier, the likelihood of engineers engaging in such unethical and unprofessional practices would have been significantly decreased. It is estimated that in addition to a significant scratch in the Volkswagen brand, the scam will cost Volkswagen over 17 billion dollars in total costs.

 There is a growing discrepancy between the values stated on the wall and values in action. Here is another example that we had experienced. A few years back, we trained the senior executives of a large telecommunication company. Over 50 senior executives (many of them were VPs) participated in the program. At one point during the training, they were asked to write down the official values of the company; to our surprise, only 2 of the 50 executives actually identified the complete list of values of the firm. Imagine that your top managers in your company do not know the core values of your firm. One would wonder what the day-to-day management practices will be in your company. It is said that changes have taken place and this is no more the case, but we do not have recent evidence to support such claim. The data that we have accumulated over the years, and across the globe, show that over 75% of companies have a significant gap between the stated values (the values on the wall or on their website), and the values in action (the values actually being practiced). The most common current employee training methods largely reinforce values by using a push strategy, which relies heavily on memorising the official values and retaining them, but not on pull strategy, which means incorporating and practicing them proactively on a day-to-day basis.

One reason that companies do not practice values is the difficulty of measuring values and of aligning them with the company mission and vision. This is the essence of the process of cultural re-engineering that we have proposed and introduced to firms over the past 20 years (See: Dolan et al (2006) Managing by Values: A corporate guide to living, being alive and making a living in the 21st century (Palgrave MacMillan); or Dolan (2011): Coaching by Values. iUniverse). An effective way to practice values in action focusses on the process of identifying core values, measuring the practice of values in the firm and introducing policies to reinforce it and align it with their mission and vision.

Perhaps one example can show the level of complexity in selecting a core value that will not become just another eloquent phrase on the wall. Teamwork is one such value. IDEO, one of the most famous and successful design companies in the world, has chosen Teamwork as a value, rather than Collaboration. They consider Teamwork to be a dynamic action that provides a clear path of action and inspires result-driving behaviour. IDEO reinforces this value with their HR policies and practices (i.e. team incentives and bonuses).

 In contrast, in many firms, people are still being paid on the basis of individual performance. This creates the paradox – If we wish to encourage teamwork, why pay individuals and not the team? In the North American continent – a very individualist, dog-eat-dog competitive market – the concept of teamwork is a wish, even a cliché, but very seldom a reality. If I compete with my team, why should I collaborate and work as a team?

 Organisations spend billions of dollars on engagement surveys, climate and profiling tools, yet they seldom inquire about the personal values of their team members. As new generations grow into the workforce, there is a need to help them connect with the core values of the organisations they serve and take ownership of them. Valid and quality value audits are no longer bonus management practices, but rather are mandatory requirement.

Today, we need to retain and motivate millennials. The individuals in this demographic are not only looking for values; they want to have greater sense of purpose and meaning. Learning what their personal values are helps them to connect with the corporate culture, to scan for similarities, and to develop respect for diversity. Moreover, our data shows that alliance of values also contribute to greater innovation (see: Brillo et al. 2015). Which company doesn’t want to have a creative and innovative workforce? Companies, thus, should focus on value alignment.

 Here is a checklist of questions that may help you reflect on the need for alignment between your company culture and your employees’ values:

1. Do you practice “hire and fire” for values? Do you put an emphasis on attitude and suitability for your company culture and values?

2. Do you tolerate deviation from your culture and values, giving concessions and turning a blind eye to revenue-generating but ethically questionable performance when it is needed for your short term results?

3. Are your policies and processes aligned with your values? Do you create paradoxes by setting unrealistic targets?

4. When was the last time that you conducted a value audit to identify the current gap between the values on your wall and values in practice?

5. With new generations and disruptive technologies and business models, are your values still relevant? Do you need to refresh and update them?

6. Are you at liberty to review and update your existing values? Are you willing to explore change and solicit wide based feedback to improve existing values or are you forced to live with the words on the wall?

7. Do you provide tools to help teams in your organisation understand the values of their team members?

8. How do you teach your values? Do you emphasise only verbal memory retention or do you have procedures to check if values are actually practiced? Do you expect role modelling and sense of ownership?

9. Do you involve many of your employees in your strategic sessions or do you work traditionally top down?

10. Are the words on the wall an empowering, vigorous, and effective call to action?

We wish to conclude this paper with a visionary view that can help mitigate or reduce the kind of issues that we were discussing in this paper. It is time for business, governments and stock exchange officials to change their mindset connected with the world of finance, as well as with culture and values. We can’t expect the cat to guard over the milk. There seems to be an inherent conflict of interest in the current business model, where public companies appoint both their boards and their auditors. Both are paid by the company and obviously have an inherent personal interest to maintain their position or source of continued revenue. Thus, why would an individual go against the management of the company?

In public companies, the role of the auditor is to protect the true owners of the company – the shareholders. We propose a scenario where auditors are nominated by the respective stock exchange in which company stocks are traded. This would result in rotation of audit firms (say every two years), and auditors would know that they too would be checked by the incoming auditor firm. This procedure might bring about a higher level of professionalism and prudence. In this proposed model, public companies would pay a fixed fee to the stock exchange to cover auditing costs. The stock exchange would find a better price for volume using a RFP system. Auditors working for the exchange to represent the public interest, would be impartial and objective; their duty and loyalty would be to the public and the audited companies would be transparent. Last, but not least, perhaps the time has arrived to consider the undertaking of two types of audits: A financial Audit (with the idea expressed above), as well as a Culture Audit. The tools, methodologies and processes are available today for both types of audits, and we hope that in the future we will see more legislation and action taken by firms themselves to offer these new procedures.

A condensed version of this paper has been published in Business Times on September 28^th, 2016. Copy can be downloaded at: http://itemsweb.esade.edu/research/fwc/news/BT28Sep16.pdf. We wish to acknowledge the comments of Dr. Chad Albrecht, an expert in organisational fraud, for his suggestions of an earlier version of this paper.

 [/ms-protect-content]

About the Authors

Avi Liran (Economist, MBA) is global leader on delivering delight, speaker and consultant to top companies on appreciative culture transformation. He is certified as a Coach by Value and collaborator with the Future of Work Chair at ESADE Business School. He is an angry social capitalist and humanitarian activist. He can be reached at: www.ha-p.com/contact

Simon L. Dolan (Ph.D) is the Future of Work Chair at ESADE Business School and co-founder of the new Global Future of Work Foundation. He is the author of 68 books dealing with work, future trends & and transformation (www.simondolan.com). He is also the creator of the “Managing and Coaching by Values” concept, methodology and tools. He can be reached at: simon.dolan@learning-about-values.com

References

• Albrecht, C., Holland, D., Malagueño de Santana, R., Dolan, S. & Tzafrir, S. (2015). The role of power in financial statement fraud schemes. Journal of Business Ethics, 131 (4), pp. 804-813.
• Brillo, J., Kawamura , K. M., Dolan, S. & Fernández Marín, X. (2015). Managing by sustainable innovational values (MSIV): An asymmetrical culture-reengineering model of values embedding user innovators and user entrepreneurs. Journal of Management and Sustainability, 5 (3), pp. 1-13. DOI: 10.5539/jms.v5n3p.
• Dolan S.L. (2011) Coaching by Values: A guide to success in the life of Business and the Business of Life. Bloomington, IND. iUniverse.
• Dolan S.L. Garcia S.,   Richley B., (2006) Managing by Values: A Corporate Guide to living, Being Alive and Making a Living in the 21st Century. London. Palgrave-MacMillan.
• Liran A., Dolan S.L., (2016) Values, values on the wall: Who practises, who recalls?, Business Times, September 28.

The post Values, Values on the wall, Just do business and forget them all: Wells Fargo, Volkswagen and others in the hall appeared first on The European Business Review.