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The much-anticipated book is now here! Originally written as a thesis for his PhD, Matthew has adapted his extensive research into a no-nonsense, practical work that can be used by any business or organization today to help them transform their current culture into a terrific service one. After getting your "license to drive" this book will show you how to load the bus and follow the true Roadmap to a Terrific Service Culture! Read below to to get a flavor for the work.

The Menu

Prelude                                                                              page 5

The License Phase

Chapter One                                                                          page 9

·         Why should you attempt a culture change?

·         What are the motivating factors for a company to change its culture?

·         Define your competition—both the visible ones and the “unvisible” ones.

License to Drive                                                                      page 21

In order to drive the bus of culture change, you have got to get your license.

·         Define corporate culture.

·         Examine the five key elements (communication, beliefs, values, folklore, and behaviors) of a service culture.

·         Describe the two sides of a culture—the people side and the process side—to help understand common pitfalls in culture change.

·         Learn how to complete a culture assessment of your current culture.

The Culture Cycle                                                                   page 49

Your culture follows a cycle of creation and development.

·         Discover this cycle and its significance to your building your new service culture. 

Culture and Self-Esteem                                                         page 61

In order to change a culture, you must be very aware of the impact your company culture has on the self-esteem of your employees.

·         Define self-esteem.

·         Discuss the important role it plays in culture change. Self-esteem is not original thought, but relating to culture change is.

Everything Speaks                                                                  page 69

When it comes to culture, everything speaks.

·         Learn how to listen to what your culture, your customers and your employees are saying.

·         Define Employee Speak and Customer Speak—two new languages everyone in a service culture must be able to speak.

The Roadmap                                                                        page 79

This chapter lists the 12 stops you must make on your culture change journey. It will give an overview of the plan for change and prepare you for the road ahead.

 The Design Phase

Your Product                                                                         page 87

It’s not about what are you selling, but what your customers are paying for.

·         Define a company product.

·         Learn how to define your company’s product. 

Vision                                                                                     page 93

A service culture is values-driven.

·         Learn the importance of a strong foundation of values and how to use it to set the stage for your employee’s performance.  

·         Describe ways to discover your company values.

·         Learn how to write a vision statement.

·         Describe the role of a vision statement and how to make it work.

Your Mission Statement                                                         page 101

There is a difference between a vision statement and a mission statement.

·         Learn their differences and significance to your service culture.

·         Write your new mission statement.

·         More people know the mission statement to Star Trek than they do their own company’s mission statement. Most books claim a vision or a mission, but never relate that you need both to capture the hearts and heads of the hourly, front-line employee.

Your Service Formula                                                            page 109

            Every business needs a formula for success that all of the employees in the organization can follow with ease and confidence. This is the only   way to get the right service to happen at the front lines.

·         Learn the elements of writing your own service formula.

·         Benchmark the service formulas other companies have developed.

The Implementation Phase

Casting                                                                                page 119

The first place to start after you have engineered your plan is with your HR group and their hiring practices. They are pivotal to your change since they have so much influence within the company on matters that feed or “program” the culture. 

·         Learn to set the stage for all of your future employees so they become assets to your new culture.

·         Develop tools for recruiting.

·         Learn to hire to fit your culture.

·         Discuss how to write performer profiles for hiring correctly.

·         Get tips on how to creatively hire and recast employees.

 Training                                                                               page 135

The most important ingredient, training serves as the catalyst to your culture change. This chapter sets the stage for the corporate university.

·         Learn the principles of training in a service culture.

·         Define the difference between teaching and training.

·         Describe the training classes that must be developed for the culture change and how to run them.

Creating Your Corporate University                                     page 147

A corporate university is much more than a neat logo on a sweatshirt; it’s the vehicle to take your training where you need to go and one of today’s hottest buzzwords.

·         Describe the five key elements of a corporate university.

·         Define how to develop degree plans.

·         Discuss ways to tie training to promotion and compensation.

Awards and Recognition                                                     page 169

·         Learn how to “program” your service culture through your awards and recognition programs.

·         Learn the 11 guidelines an awards and recognition program must follow.

·         Discuss why people don’t do things stupid on purpose.

·         Define the terms award and recognition and their roles in effective culture change.

The Culture Council                                                             page 185

An organization of employees that will help build your new service culture from the inside out. This resource cannot only prove to be the difference maker in your change, but is the greatest way to live your new culture.

·         Describe the members and their duties of the council.

·         Define how to create your own culture council in your company.

Getting to the Heart of the Matter                                       page 193

Resistance to change is inevitable. Plan for it and your culture change will not fail. Fail to plan and the resistors to your new way of life will defeat you. Your culture is a living, breathing body with a heart that guides it.

·         Define the resistance rule of thirds.

·         Plan for resistance and how to deal with it.

·         Discuss why people will resist. Discover the importance of making sure that it is the people talking and not the culture when making change.

Postlude                                                                         page 205