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CHAPTER 5 Anticipatory Customer Service:... > Buy-in or Highwayin' - Pg. 79

anticipatory customer service: your culture 79 are short enough that every employee can understand, memorize, and internalize them, yet long enough to be meaningful. buy-in or highwayin' It's important to achieve buy-in on your principles, but please don't read the phrase ``achieve buy-in'' as being entirely gentle and toothless. In all three of the companies discussed above, some stakeholders didn't buy in, so it was those stakeholders who had to go, not the principles. In the case of Four Seasons, Isadore Sharp worked with a few trusted employees to develop his principles. He then read his principles to all of the company's executives, receiving a reception that appears to have consisted of ear-splitting silence. (Re sume s from those managers who ´ ´ couldn't buy in to the new principles flew out the door, by some accounts, as early as the next morning.) While Zappos developed its core principles early and has done its best to hire in a way that's consonant with them, CEO Tony Hsieh discusses a similar fork in the road at his previous company, LinkExchange, where many of the later employees clashed with Tony's unstated but implicit core values, leading him to want to start a fresh enterprise where those core values could be made explicit and be honored. (In the case of Horst Schulze of the Ritz, he was laughed at when he tried to use his Ladies and Gentlemen Motto earlier in his career at other hotel companies 17 so it was the previous companies--not the principles--that ended up going.) your core values are just the start--but they are a start Core values can only go so far, but make sure they go somewhere by taking the following six steps: 1. Write them. Simply. Briefly. 2. Accept and solicit feedback on them. American Managememt Association · www.amanet.org