Written by: gfesadmin on March 16, 2013

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James Hunter in his thought provoking book, To Change the World; the Irony, Tragedy, & Possibility of Christianity in the Late Modern World, challenges the conventional premise of Evangelical Christians and their methodology of world change. Hunter sums up Evangelical change the world methodology by quoting Chuck Colson when he said “transformed people transform cultures” or in other words, cultures change when people change (p.16). Their primary world changing strategy is through evangelism, sharing the gospel of Jesus to others in such a way as to see them become disciples of Jesus pursuing a life leading to right living according to the Bible.

Hunter then evaluates the Evangelical world changing methodology concluding; this methodology “not only does not work but it cannot work” (p, 17). He continues saying cultures are more complex than the above methodology. Culture is not simply the sum of all individuals but rather, culture must be understood as a complex structure of “elites, networks, technology and institutions which is highly resistant to change (76).

My management experience from working with many organizations confirms Hunters conclusion on culture change. It is near impossible for an organization to change from the ground up unless the top management agrees with the change and uses its resources and power to reinforce the change that is desired.

ABHOW, American Baptist Homes of the West, the company I work for, has been committed to culture change for the past 4 years and it is working! We started with the idea that we wanted a customer service program that would differentiate us from our competitors. We set up a committee to evaluate different customer service programs like Disney and Ritz Carlton. We decided to hire Ritz Carlton to help us to develop a customer service program modeled after their own program. We sent our leadership team to Ritz Carlton training seminars. We set up a team who developed the components and systems to back the customer service culture change initiative. It took our team a couple of years to develop the components and systems to implement. We are currently in the implementation stage for the past year.

The core of the program focuses on the pillars of service called the ABHOW Advantage program found on a wallet sized card that is mandated to be on every team member at all times. On the card is:

1.      Motto: We are extraordinary professionals serving extraordinary people.

2.      Definition: The ABHOW Advantage is the attitude, behavior and commitments enabling us to provide extraordinary service and positive experiences to our residents, team members and guests. The ABHOW Advantage is our culture.

3.      The ABHOW Promise: At ABHOW, our team members are the most valuable resource in providing extraordinary, personalized service to our residents. ABHOW treats each team member with honesty, respect and fairness. We encourage individual growth and the ability to achieve maximum potential. We promote a work environment where diversity is embraced, family is valued and the ABHOW advantage is strengthened.

4.      Credo: ABHOW is a place where the genuine care, well-being and security of our residents is our highest mission. The ABHOW Advantage delivers extraordinary personalized service to our residents, guest and team members. We are passionate about creating lasting, positive experiences that delight our residents and community.

5.      The ABHOW Commitments:

a.       I build genuine relationships with those I work with and serve.

b.      I anticipate, acknowledge and act to fulfill the needs of others.

c.       I am part of a team that creates extraordinary experiences for our residents and the community.

d.      I am empowered to seek opportunities to learn, grow and innovate.

e.       I own every problem I see.

f.       I add value to my team through consistent quality and extraordinary service.

g.      I am involved in the planning of the work that affects me.

h.      I take pride in my work and always present a professional image.

i.        I respect and protect other’ privacy, property and information.

j.        I create a warm, safe and secure environment. I am honest in what I say and do, look for the good in others and assume positive intentions.

k.      I am an ambassador for ABHOW

6.      Cornerstones of CARE:

a.       Connect

b.      Anticipate

c.       Respond

d.      Empathize

The principles on this card make up our culture and we are in the middle of implementing this culture change. This will be successful for the following reasons:

1.      Every employee is required to take a week orientation class on the ABHOW Advantage and cannot work until they pass a test. Additional test are given annually.

2.      Every employee is asked to commit to follow these principles and following these principles are requirements on their job description. Team members have been terminated by not following these principles.

3.      Every team member is required to attend a daily 15 minute huddle where brief education about one of the principles on the card is given as well as everyone briefly talks about the key goals for the day. This practice reinforces the principles and the senior management team including the CEO, CFO and COO all participate in daily huddles.

4.      Employees are rewarded when they implement an innovative idea or delight a resident through out of the ordinary customer service acts.

The culture change is working because multiple elements of power and systems reinforce positive customer service behavior. Top management model the behavior, team members are reminded daily what positive customer service looks like, positive customer service is rewarded as well as non-customer service behavior is not tolerated. Power, resources, rewards and sustaining systems reinforce positive behavior. These are the components of implementing and sustaining true culture change. What is your work place like? How might you begin to help change your culture and workplace in a positive way?

James Davidson Hunter, To Change the World, New York: Oxford University Press, 2010.

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