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INSPIRING & MOTIVATING, 1.11 (V) 01.08 - How Must We Act to Ensure Success (1)

1.11 (V) 01.08 - How Must We Act to Ensure Success (1)

Okay, we've done the first two questions. First question, why do we do what we do? Getting at that core purpose. Second question, what does success look like? Really defining that vision for success, that if we are successful as a team, here's what we will create for our customers, stakeholders, employees and otherwise. Now time for the third question. This is potentially one of the most important questions that you have to to answer as a leader in your team, which is, how must we act to ensure success? This question is ultimately getting at the values that will guide the choices and behaviors for yourself, but even more importantly, your team members. One of your responsibilities as a leader, because you're not gonna always be there in the room when people are behaving, making decisions, and acting. You need to be able to provide what I call guideposts, the values that are going to guide decisions and guide actions. And ultimately these values have to be embedded in the vision that you are creating and communicating for your team. So let's again look at a few examples. This time I'm gonna show you some examples that maybe don't necessarily always have the intended impact that we might aspire, or want. Here's the first. This is a good example of what you might see, when you walk into an organization, up on the wall. These words of values, in this case they are respect, integrity, communication, excellence. With the quote that says we treat others as we would like to be treated ourselves, the golden and rule if you will. But what's interesting in this organization in the 90s the 1990s was a client of mine this organization had to add something to its value statement that was shared internally and ultimately the language they added was as follows we do not tolerate abusive or disrespectful treatment. Ruthlessness, callousness and arrogance do not belong here in this organization. Now, to be perfectly honest if you have to add that language formally to the value statements that you are communicating internally to your company. You can only imagine the actual culture and behavior that exists within the teams in that organization. Ultimately that organization was one that we now know as Enron, that no longer exists and the history is well documented. So let's look at other examples where they have defined the values. How must we act to ensure success so that we are able to achieve that vision that we aspire to? Let's look at an example, Johnson & Johnson. If you've ever been to a Johnson & Johnson office location, and this is true for many of their locations around the world. You will see something whether it be in the foyer. You'll see it throughout the organization, at people's desks, whether it be on a mouse pad, or an image somewhere around the office. A statement that Johnson & Johnson calls our credo. This credo is ultimately a statement of its values. A statement of not only if we're successful here's what our world looks like but it clearly communicates a set of values that guide choices and behavior. So here's the credo that is shared with every Johnson & Johnson employee and is reinforced in many different ways throughout the organization. And I'm not going to go into depth or detail and read all of the different sentences and paragraphs in the credo. This is the credo in it's entirety so you can read it on your own. But I wanna make one important point. I want you to look at the first paragraph. The first statement. We believe our first responsibility, now I have bolded and underlined first because I think that's a really important word in this credo. We believe our first responsibility is to the doctors, nurses, and patients, to mothers and fathers, and all others who use our products and services. Ultimately, Johnson & Johnson is articulating here, is their first priority, their first responsibility is to the customers, the people who actually use their products. Then skip to the second paragraph. We are responsible to our employees. Everyone must be considered as an individual. So the second paragraph is articulating that employees come next. Our customer becomes first, second paragraph our employees. Now jump to the third paragraph. We're responsible to the communities in which we live and work and to the world community. So Johnson & Johnson as a global organization is making a commitment to the communities in which they work and live. So again, customer comes first, employees come second, communities come third. Then look at the fourth paragraph, and again I bolded and underlined one word in the first sentence our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas and so on. But think of the importance, the statement that's being made here by Johnson & Johnson. And again, go look at their stock performance over the course of history. It's one of the most successful organizations in the world in terms of financials, profit, and ultimately shareholder value. But what they're stating here is that our customer comes first, our employees come second our communities come third. And ultimately our stockholders, our shareholders, are our final responsibility. So what's the importance of this value hierarchy, or this value prioritization? Well, there will come times when you as leaders, and your teams, and your employees have to make choices. Because you can't always satisfy the needs of everybody. You can't always satisfy the needs of your customers, your employees, your communities, and your stock holders. There will come a time and there will come a day when you have to make really tough choices. And engage in behavior that satisfies one stakeholder, potentially a customer, over the benefit of one of the other stakeholders, whether it be an employee, a stockholder, or otherwise. So Johnson & Johnson has had this credo for decades. Why is that important? It's going to guide, again, decisions, actions, behavior. They've had this credo for decades, and in 1982 they were the prime target of an attack. And this attack put a lot of pressure on Johnson & Johnson. About what it was going to do and really put this credo to test. So let's look at that example, so what happened was an individual who has actually never been found, walked into a pharmacy, stole or shop lifted bottles of Tylenol. Laced those bottles opened them up and laced them with a poison called cyanide which is lethal or fatal. And then this person put this bottles of Tylenol back on the pharmacy shelf to be sold. Unsuspecting innocent people came bought those bottles of Tylenol, got a headache got sick, took the medicine and ultimately passed away. Seven people in total had died. You can imagine the crisis that now Jonson & Jonson is faced with. But if you go back to the credo, the question becomes, what do you do? As a leader within Tylenol, what do you do? So you have to remember, the first priority is to the customer, the people who use the products. So let me pause. If you were a leader within Tylenol, what would you choose to do?


1.11 (V) 01.08 - How Must We Act to Ensure Success (1)

Okay, we've done the first two questions. First question, why do we do what we do? Getting at that core purpose. Second question, what does success look like? Really defining that vision for success, that if we are successful as a team, here's what we will create for our customers, stakeholders, employees and otherwise. Now time for the third question. This is potentially one of the most important questions that you have to to answer as a leader in your team, which is, how must we act to ensure success? これは、チームのリーダーとして答えなければならない最も重要な質問の1つです。成功を確実にするためにはどうすればよいのですか？ This question is ultimately getting at the values that will guide the choices and behaviors for yourself, but even more importantly, your team members. この質問は最終的に自分の選択肢と行動を導く価値観になっていますが、さらに重要なのはチームメンバーです。 One of your responsibilities as a leader, because you're not gonna always be there in the room when people are behaving, making decisions, and acting. リーダーとしてのあなたの責任の1つ。なぜなら、人々が行動したり、意思決定したり、行動しているときに常に部屋にいることはないからです。 You need to be able to provide what I call guideposts, the values that are going to guide decisions and guide actions. あなたは私がガイドポストと呼ぶもの、つまり決定を導き、行動を導く値を提供できる必要があります。 And ultimately these values have to be embedded in the vision that you are creating and communicating for your team. そして、最終的には、あなたのチームのために作成し、伝達しているビジョンにこれらの価値を組み込む必要があります。 So let's again look at a few examples. This time I'm gonna show you some examples that maybe don't necessarily always have the intended impact that we might aspire, or want. 今回は、必ずしも必ずしも必ずしも私たちが望む、あるいは望む意図するインパクトを持つとは限らない例をいくつか紹介します。 Here's the first. This is a good example of what you might see, when you walk into an organization, up on the wall. これは、あなたが組織に入ったとき、壁に上ったときに見えるものの良い例です。 These words of values, in this case they are respect, integrity, communication, excellence. With the quote that says we treat others as we would like to be treated ourselves, the golden and rule if you will. 私たちが自分自身で扱われたいと思っているように、他の人を扱うと言っている見積もりでは、もしあなたが望むなら、黄金とルール。 But what's interesting in this organization in the 90s the 1990s was a client of mine this organization had to add something to its value statement that was shared internally and ultimately the language they added was as follows we do not tolerate abusive or disrespectful treatment. しかし1990年代の90年代のこの組織の興味深い点は、この組織が内部的に共有された価値ステートメントに何かを加えなければならなかったことでした。そして最終的には、彼らが追加した言語は虐待的または無礼な扱いを容認しませんでした。 Ruthlessness, callousness and arrogance do not belong here in this organization. この組織には無慈悲、臆病と傲慢さはありません。 Now, to be perfectly honest if you have to add that language formally to the value statements that you are communicating internally to your company. あなたの会社に内部的に伝えているバリューステートメントにその言語を正式に追加する必要がある場合は、正直なところ、 You can only imagine the actual culture and behavior that exists within the teams in that organization. あなたはその組織のチーム内に存在する実際の文化と行動しか想像できません。 Ultimately that organization was one that we now know as Enron, that no longer exists and the history is well documented. 最終的にその組織はエンロンとして知られており、もはや存在せず、歴史もよく記録されています。 So let's look at other examples where they have defined the values. そこで、値を定義した他の例を見てみましょう。 How must we act to ensure success so that we are able to achieve that vision that we aspire to? 私たちが目指すビジョンを達成するためには、成功を確実にするために行動するためにどのように行動しなければなりませんか？ Let's look at an example, Johnson & Johnson. If you've ever been to a Johnson & Johnson office location, and this is true for many of their locations around the world. ジョンソン＆ジョンソンのオフィスに行ったことがあるなら、これは世界中の多くの場所でも当てはまります。 You will see something whether it be in the foyer. あなたは玄関にいるかどうかを見るでしょう。 You'll see it throughout the organization, at people's desks, whether it be on a mouse pad, or an image somewhere around the office. 組織全体、人の机の上、マウスパッド上であろうと、オフィスのどこかのどこかのイメージ上にあっても、それを見ることができます。 A statement that Johnson & Johnson calls our credo. This credo is ultimately a statement of its values. A statement of not only if we're successful here's what our world looks like but it clearly communicates a set of values that guide choices and behavior. ここで成功しただけでなく、私たちの世界はどんなものかというだけでなく、選択や行動を導く一連の価値を明確に伝えています。 So here's the credo that is shared with every Johnson & Johnson employee and is reinforced in many different ways throughout the organization. それでは、Johnson＆Johnsonの各従業員と共有され、組織全体でさまざまな方法で強化された信念があります。 And I'm not going to go into depth or detail and read all of the different sentences and paragraphs in the credo. そして、私は深みや細部に入り込まず、信念の中のさまざまな文章やパラグラフをすべて読んでいきます。 This is the credo in it's entirety so you can read it on your own. But I wanna make one important point. しかし、私は一つの重要な点を作りたいと思う。 I want you to look at the first paragraph. 私はあなたに最初の段落を見てほしい。 The first statement. We believe our first responsibility, now I have bolded and underlined first because I think that's a really important word in this credo. We believe our first responsibility is to the doctors, nurses, and patients, to mothers and fathers, and all others who use our products and services. 医師、看護師、患者、母親、父親、および当社の製品とサービスを使用するすべての人たちに対する最初の責任があると考えています。 Ultimately, Johnson & Johnson is articulating here, is their first priority, their first responsibility is to the customers, the people who actually use their products. 最終的には、ジョンソン・エンド・ジョンソンがここで明確に述べています。彼らの最優先事項は、最初の責任は顧客、実際に製品を使用する人々です。 Then skip to the second paragraph. 次に、2番目の段落にスキップします。 We are responsible to our employees. 私たちは従業員に責任を負っています。 Everyone must be considered as an individual. 誰もが個人としてみなされる必要があります。 So the second paragraph is articulating that employees come next. したがって、第2段落では、従業員が次に来ることを明言しています。 Our customer becomes first, second paragraph our employees. Now jump to the third paragraph. We're responsible to the communities in which we live and work and to the world community. 私たちは、私たちが生きて働く地域社会、そして世界社会に責任を負っています。 So Johnson & Johnson as a global organization is making a commitment to the communities in which they work and live. だからジョンソン・アンド・ジョンソンはグローバルな組織として、彼らが働いている地域社会に献身しています。 So again, customer comes first, employees come second, communities come third. Then look at the fourth paragraph, and again I bolded and underlined one word in the first sentence our final responsibility is to our stockholders. 次に4番目のパラグラフを見て、再び私は最終的な責任が株主にある最初の文章で1つの単語を太字にして下線を引いた。 Business must make a sound profit. ビジネスは健全な利益を上げなければなりません。 We must experiment with new ideas and so on. 新しいアイデアなどを試してみる必要があります。 But think of the importance, the statement that's being made here by Johnson & Johnson. ジョンソン・アンド・ジョンソンがここで強調している重要性について考えてみましょう。 And again, go look at their stock performance over the course of history. そして再び、歴史の過程で株価を見てみましょう。 It's one of the most successful organizations in the world in terms of financials, profit, and ultimately shareholder value. 財務、利益、そして最終的には株主価値の面で世界で最も成功した組織の1つです。 But what they're stating here is that our customer comes first, our employees come second our communities come third. しかし、彼らがここに言及しているのは、顧客が第一に来て、従業員が第二に来て、コミュニティが第三に来るということです。 And ultimately our stockholders, our shareholders, are our final responsibility. So what's the importance of this value hierarchy, or this value prioritization? したがって、この価値観の階層化、またはこの価値の優先度付けの重要性は何ですか？ Well, there will come times when you as leaders, and your teams, and your employees have to make choices. さて、指導者、あなたのチーム、そして従業員が選択をしなければならない時が来るでしょう。 Because you can't always satisfy the needs of everybody. なぜなら、皆さんのニーズを常に満たしているわけではないからです。 You can't always satisfy the needs of your customers, your employees, your communities, and your stock holders. There will come a time and there will come a day when you have to make really tough choices. 時間がかかり、本当に厳しい選択をしなければならない日が来るでしょう。 And engage in behavior that satisfies one stakeholder, potentially a customer, over the benefit of one of the other stakeholders, whether it be an employee, a stockholder, or otherwise. So Johnson & Johnson has had this credo for decades. Why is that important? It's going to guide, again, decisions, actions, behavior. They've had this credo for decades, and in 1982 they were the prime target of an attack. And this attack put a lot of pressure on Johnson & Johnson. About what it was going to do and really put this credo to test. So let's look at that example, so what happened was an individual who has actually never been found, walked into a pharmacy, stole or shop lifted bottles of Tylenol. その例を見てみましょう。実際に見つかったことのない人物、薬局に入った人、タイレノールの持ち上げたボトルを盗んだり、買ったりした人がいました。 Laced those bottles opened them up and laced them with a poison called cyanide which is lethal or fatal. And then this person put this bottles of Tylenol back on the pharmacy shelf to be sold. Unsuspecting innocent people came bought those bottles of Tylenol, got a headache got sick, took the medicine and ultimately passed away. 無邪気な人が、タイレノールのボトルを買って来て、頭痛を受けて病気になり、薬を飲んで最終的に亡くなった。 Seven people in total had died. You can imagine the crisis that now Jonson & Jonson is faced with. But if you go back to the credo, the question becomes, what do you do? As a leader within Tylenol, what do you do? So you have to remember, the first priority is to the customer, the people who use the products. So let me pause. If you were a leader within Tylenol, what would you choose to do?