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Culture Hacker

Book Description

HACK YOUR WORKPLACE CULTURE FOR GREATER PROFITS AND PRODUCTIVITY

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

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

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

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

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

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

Culture Hacker explains:

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

Table of Contents

  1. Cover
  2. Endorsements
  3. Title Page
  4. Copyright
  5. Dedication
  6. Introduction: The Journey from Customer Experience to Employee Experience
    1. Notes
  7. Chapter 1: Culture: More Than Just an HR Thing
    1. How Culture Determines the Customer's Experience
    2. How Culture Determines Employee Performance
    3. How Culture Determines Employee Retention
    4. Notes
  8. Chapter 2: Values: Not Some Philosophical BS
    1. Philosophical Bullshit
    2. Values Describe How Work Gets Done
    3. Values Guide Decision Making
    4. Notes
  9. Chapter 3: Selection: The Right Fit over a Warm Body
    1. Begin with Job Fit but Shift Quickly to Cultural Fit
    2. Use Behavioral Interview Questions
    3. Use Group Interviews
    4. Add an Activity-Based Component to the Interview
    5. Complete Those Reference Checks
    6. Notes
  10. Chapter 4: Orientation and Onboarding: Your Sink-or-Swim Strategy Is a Terrible Waste of Talent
    1. A Memorable Orientation Experience
    2. An Effective Onboarding Process
    3. Notes
  11. Chapter 5: Performance Management: How We Fail to Maximize Our Employees' Abilities and Talents
    1. Defining Performance
    2. Performance Enablement
    3. Performance Empowerment
    4. Notes
  12. Chapter 6: Coaching: Giving Feedback, the Most Misunderstood and Poorly Executed Leadership Task
    1. Effective Informal Feedback
    2. The Culture Hacker Informal Feedback Model
    3. Effective Formal Feedback
    4. Notes
  13. Chapter 7: Strategy, Scores, and Plans: The Real Reason Your People Are Not Engaged
    1. Educate Everyone on Company Objectives
    2. Get and Share Feedback and Results
    3. Get the Team Involved
    4. Notes
  14. Chapter 8: Recognition: It's Time to Stop the Meaningless and Mundane Awards Process
    1. The Case for Better Recognition
    2. A Meaningful and Lasting Recognition Program
    3. Notes
  15. Chapter 9: Tough Conversations and Decisions: Why We Have People Who Would Be Better Off as Customers than Employees
    1. Identify Who Needs a Tough Conversation and Who Needs to Go
    2. Having the Tough Conversations
    3. Making the Tough Decisions
    4. Notes
  16. Chapter 10: Career Development: It's at the Heart of Long-Term Employee Commitment, Yet No One Is Doing Anything about It
    1. The Benefits of Investing in the Careers of Your Current Team
    2. Career Development Must Be Organizationally Supported
    3. Career Development Must Be Manager Enabled
    4. Career Development Must Be Individually Driven
    5. Notes
  17. Chapter 11: Communication: Why One Size or One Way Doesn't Fit All
    1. Communication Is All about Understanding
    2. Communicating Effectively When Speaking
    3. Communicating Effectively When Writing
    4. Communicating Effectively When Doing
    5. Communicating Effectively While Listening
    6. Communicating Effectively in Meetings
    7. Communicating Effectively via Social Media
    8. Notes
  18. Chapter 12: Product, Place, Process, and Perks: The Other Four P's That Define the Employee Experience
    1. Product
    2. Place
    3. Process
    4. Perks
    5. Notes
  19. Chapter 13: Leadership: Why We Have So Many Managers but So Few Leaders
    1. Passion
    2. Effort
    3. Expertise and Experience
    4. Caring
    5. Notes
  20. Afterword: Change—It's Not Just Something Everyone Else Does
    1. Recognize the Need to Make a Change
    2. Challenge the Status Quo with New Ideas
    3. Prioritize Your Activities
    4. Get Things Done
    5. Notes
  21. Acknowledgments
  22. Index
  23. End User License Agreement