Do Chick Fil A employees have secrets

The secret of the champions



2 Jörg Knoblauch, Benjamin Kuttler The Secret of Champions How excellent companies find and retain the best employees Campus Verlag Frankfurt / New York

3 Contents The order of the day: Demand more and offer even more Google talent machine: A vacancy Applicant trainee magnet Festo: Where lifelong learning is the basis for the company Industry giant dm-drogerie markt: When every employee acts like an entrepreneur General Electric pioneer: Jack Welch, the inventor of the ABC strategy Talent hunter mindsquare: job wanted, new friends found High starter Mars Germany: A-employees keep the brand shine Franchise giant Chick-fil-A: Fast food, long-lasting relationships Apple myth: The legacy of the world's best headhunter Steve Jobs Premium consultant McKinsey: Attract the best and let them fall again later Communication genius SICK: A hidden champion goes on the offensive .. 87 Service oasis Ritz-Carlton: "Ladies and gentlemen serve ladies and gentlemen" Phoenix Contact lighthouse: Shortage of skilled workers? Not with us! SME expert tempus: Entrepreneurs advise companies Coplaning as an example in the industry: Craftsmen with a heart and just as much understanding Contents 5

4 Social enterprise domino-world: Revolution in geriatric care Human fisherman Willow Creek: When the church relies on modern personnel management Nordlicht Upstalsboom: From exploiter to employee favorite Good-mood troop Machine rings: We don't go to Legoland, we rent it completely IT forge easysoft: With Aiming to become an attractive employer, the flagship hotel Schindlerhof: Small company, big cinema for employees. Tourist magnet Pike Place Fish Market: Where employees are the greatest attraction. Master roofer Thullesen: Where schoolchildren don't have to, they just want New Head of “Care Case Yahoo: Will Unorthodox Personnel Management Make the Turnaround? Rule breaker Semco: Treat employees like grown-ups Teamwork pioneer WL Gore: Where all employees are also co-owners Revolutionary Resourceful Humans: Corporate democracy Trendsetter Microsoft: The workplace of the future for the best employees Consumer goods giant Unilever: The traffic light turns green for the employee evaluation Happiness company Happy Limited: Read no certificates, look for the glow in the eyes The 25 success factors of champions Finally, the secret of champions

5 The need of the hour: Demand more and offer even more Many companies that are spoiled for success will soon experience a cold shower if they do not change anything in personnel management. The secret of champions is people, and the best people go to the best companies. The mediocrity in the middle class goes empty-handed. Who wants to go to the third division when they have talent for the Champions League? The best companies in the world don't leave it to chance whether their employees are top or not. From the medium-sized world market leader in East Westphalia to the global player in Silicon Valley, they are united by a radical focus on senior employees. You will see more than once in this book why it is so often crucial for success to divide employees into A, B, and C and to concentrate solely on the A employees. Be sure to read the chapter on General Electric and Jack Welch. The shocking thing: More than 70 percent of all companies do not have a consistent A-orientation. You therefore don't have the slightest chance of being at the forefront in the future. With this book we want to help change that. As a consultant, our core business is to show companies how to get to the top. With three to five years of consistent project work, any company can make it into the Champions League. Read in this book how 30 excellent, consistently award-winning companies have managed to find and retain the best employees. As experts, we clearly and concisely decipher for you what is important. At the end of the book we have summarized the 25 most important success factors of champions for you. This is where we have concentrated our knowledge as entrepreneurs who advise other companies. If you want to be among the best in the long run, then take a look at these fields of action in your company. The commandment of the hour 7

6 Let's stop complaining about staff shortages, skills shortages, demographic change and whatever the buzzwords are. In the end, these are just excuses. We need to rethink: employees have long since ceased to be interchangeable, because innovation and productivity depend on top talent. The consequence for personnel management is: Demand more from employees than before and at the same time offer them much more! The best companies in the world do everything to ensure that their highly talented employees are well. Even if it costs a lot of money. For the best, only the best is good enough. Giengen an der Brenz, in February 2016 Professor Dr. Jörg Knoblauch and Benjamin Kuttler P.S .: In our online media library for the book at de / mediathek you will find a wealth of free additional offers: forms and templates, videos, articles, book tips and more! 8 The secret of the champions

7 The 25 success factors of champions In this book, we have introduced you to 30 excellent companies. They all have the same “secret” that defines their success: finding and retaining the best employees. That is the top priority everywhere. First and foremost come the employees, from that everything else follows. The American management expert Jim Collins once said: »The well-known adage that people are the greatest asset of a company has now turned out to be wrong. It's not just any people, but the best and the right ones out of the best. ”Each of the 30 companies has the best and the right ones. And it has its own footprint. All companies are successful in their own way. While writing this book, we had a lot of fun discovering this diversity, classifying it and making it a source of inspiration for our readers. Despite all the diversity, we noticed a number of similarities at the same time: values ​​and principles, strategies and measures that can be found in one form or another in all or almost all of these 30 companies. In our final chapter, we will introduce you to the similarities and tell you why we consider these challenges to be so crucial for success. 1. Radical focus on A employees Pioneers: Apple, Google, McKinsey, tempus, Schindlerhof, Ritz-Carlton The best companies in the world have almost exclusively A employees. Apple's Steve Jobs once said, “As soon as you hire someone from the B category, they'll start pulling other B and C on board

8 len. «At Google and many other companies one thinks the same: only the best are good enough. The management consultancy McKinsey operates an almost fanatical selection to only let in the very best. After five discussions, five advisors decide whether to accept or reject them. If someone is against it, the applicant remains outside. This also corresponds to our motto: Better not to hire a new employee than a B-employee. A good rule of thumb is to only hire people who are better than you. Gallup provides the latest ABC employee numbers each spring. An employee assessment (available to download from the website for this book) shows you where you stand with your employees. Currently, the Gallup numbers for Germany are on average 15 percent A, 70 percent B and 15 percent C. Our target when we are called in as consultants is This is a value that can usually be achieved after three to four years . Such companies are then globally competitive. Approximately the value of most of the companies in this book. Not only in Silicon Valley is an intolerant selection of employees. In top companies we know: only if we continue to make this rigorous selection will we stay at the top for the next 10 to 20 years. Our most important advice: Never make compromises when selecting employees. 2. Systematic employee appraisal Pioneers: General Electric, Google, Yahoo, Unilever, Tempus, Willow Creek, Mars A, B or C? When poorly managed companies introduce employee appraisals, the house is on fire shortly afterwards. So a company must first work on its culture before using employee reviews. There must be openness and trust. In excellently managed companies, systematic employee appraisals are often a matter of course. In a culture of trust, that's not a problem either. Google even rates its employees quarterly. Maybe that's an exaggeration, but with A-level employees in a culture of trust, it's not a problem either. The 25 success factors 255

9 From our point of view, only the so-called forced ranking is problematic. This is where the situation matters. If there is no getting around firing people, then quotas can help you fire the right ones. Namely the underperformers. In healthy companies that do not have to cut staff, forced ranking often has a destructive effect. You have read examples of this in this book. We are currently observing that companies are generally saying goodbye to employee appraisals. Sure, it's not fun for employees or superiors. Wherever it is, it is often not honest. Employees say: "Dear superior, if you give me a reasonably decent grade, then I will not leave you out in the rain when assessing your superior." From our point of view, a worrying development. It's about moving the company forward, and the question of whether or not something is fun is completely inappropriate. Employee evaluation is goal-oriented, fair and effective. It is part of good human resource management. 3. New architecture and working environments Pioneers: Unilever, Microsoft, Apple, Google, Mars People are strongly influenced by their environment. The best companies have started to think about architecture in terms of employees and design work environments according to the needs of the employees. This applies in particular to companies such as Microsoft, Apple or Google, which almost exclusively employ knowledge workers. Thanks to today's IT, they can theoretically work anywhere. If you come to the office anyway, communication with other employees should take place. The example of Mars shows that open, communication-promoting work environments with short distances also have great advantages in production. The new architecture, combined with trust-based working hours, is often significantly more expensive than the old one, as the different times of attendance require significantly more square meters per employee. That could put companies off at first. However, Unilever and others show that the investment will pay for itself in a few years

10 sated. New architecture can be a boost for productivity. We can only recommend that you look at great new work environments and get inspiration. Microsoft, for example, has interesting offers for those interested in its new office worlds. 4. Hire for Attitude, Train for Skills Pioneers: Happy Computers, Schindlerhof, easysoft, Chick-fil-A, Ritz-Carlton In the past, HR managers looked at the résumé and checked whether an applicant had the necessary knowledge and skills for a job. Excellent companies often pay much more attention to the personality, values ​​and attitude of an applicant. The motto is: “Hire for attitude, train for skills.” Today, knowledge and skills have to be relearned all the time anyway. For this reason alone, the attitude is more important than knowledge that, if in doubt, quickly becomes out of date. We even go one step further and say: The more the character issues have been clarified and the better the teamwork works, the more successful the company will be. The Holsten Gate in Lübeck was depicted on the old 50 D-Mark note. There it says, carved in stone: "Peace inside and prosperity outside." In other words: If people get along within the city wall, then everyone will be fine. Many entrepreneurs have drawn the conclusion from this: Because I can't get my employees to live together, I'll stay alone. But be careful: You can only develop a large and important company with a team that treats people with respect inside and outside the company. 5. Work-life balance Pioneers: easysoft, Upstalsboom, Phoenix Contact Some like the term "work-life balance", others hate it because they say: Work is also life! Some get creative, The 25 Success Factors 257

11 such as easysoft, where we speak of work-life blend. In essence, however, the best companies agree: All of them promote in some way that their employees do not exhaust themselves, but have sufficient opportunity to recharge their batteries. There is so much going on in Silicon Valley, as you can read in the chapter about Google. A company like Google only has sports fields that would also be suitable as high-performance centers for top athletes. A huge selection of free food is almost expected in Silicon Valley. In our medium-sized businesses, everything can be a little more modest, as long as there is a good mood and you have good ideas. Organizing common leisure activities for employees does not necessarily have to be expensive. Setting up a single office as a parent-child office is also quick and easy. Trusting A employees more and giving them greater freedom and flexibility is even completely free. 6. Freedom and personal responsibility Pioneers: Semco, W. L. Gore, dm-drogerie markt, Resourceful Humans, Pike Place Fish Maximum freedom and personal responsibility for employees is one of the most important trends in excellent companies. At W. L. Gore, for example, there are no bosses in the traditional sense. The employees look for their next task themselves and commit themselves to it towards their team. At dm-drogerie markt, trainees in their final year of training manage a branch completely independently for a few weeks. Successful companies are not looking for employees who manage, but employees who create. In the ranks of the champions are many employees who have the entrepreneurial gene themselves. Apple's Steve Jobs has always warned bosses not to surround themselves with conformist people who give up everything and keep their opinions behind the mountain. In the best companies in the world there are a lot of lateral thinkers whose opinion sometimes only a few share. These people are not always pleasant to deal with. But they move the company forward. If they are silenced, then tomorrow they will sit with the competition or open their own company. 258 The secret of champions

12 7. Transparency for all employees Pioneers: Semco, Happy Ltd., tempus, easysoft, mindsquare, Ritz-Carlton. Profit and other metrics. easysoft also relies on open book management. Transparency is a success factor for many of the best companies. Entrepreneurial employees want to make decisions like real entrepreneurs, and they need all the information to do so. Defining hierarchies based on the extent to which people are informed works less and less. However, it is important to hire employees who are also interested in the information made available to them and can do something with it. You can also recognize A-employees by this. Do you have employees who don't even roughly have the annual sales or the total number of their colleagues in their heads? They will hardly be interested in more detailed information. 8. Having fun at work and then a pioneer: Pike Place Fish, easysoft, mindsquare, coplaning, machine rings. Top talents today choose their employer instead of the other way around. The fun factor plays an increasingly important role. A company where work is not fun can offer so many challenges and still remains a second choice. Many of the best companies also encourage collaborative activities between employees outside of their actual work. At the software company easysoft, people cook together at lunchtime. At the Coplaning craft business there is a regular “fun day” with excursions and events. Apple's Steve Jobs even loved going out for several days with his best people. So: give candidates a good reason to work for you, because viewed in the light it is like this: the candidate is not applying to you. It's the other way around: you apply to the candidate. Having fun at work doesn't mean that everything has to be fun all the time. At the best companies in the world, everyone is simply committed and enjoys what they do. The 25 success factors 259

13 9. Multi-stage hiring filters Pioneers: Apple, Schindlerhof, tempus, Chick-fil-A, Ritz-Carlton, Maschinenringe, Coplaning, mindsquare Those who want the best people do not rely on a single interview with applicants or on a skilfully completed questionnaire . Multi-stage hiring processes are the new gold standard. Our recruitment process at tempus, for example, has nine steps, that at Schindlerhof has 13 steps.In Silicon Valley, it is quite common to continue interviews over several days and then add an interview with future colleagues and the future boss. Don't leave the decision to one individual. If you invite future colleagues and also people from the hierarchies below, they do not necessarily have to ask questions. However, you should take notes that you can reconcile afterwards. This creates a picture of the applicant that is as comprehensive as possible. And the next interview will be much more informative again. 10. Feedback culture Pioneers: Schindlerhof, dm-drogerie markt, easysoft, Resourceful Humans, tempus Hardly anything motivates more than direct, positive feedback on good performance. Excellent companies have a strong feedback culture. At the retail chain dm-drogerie markt, for example, spontaneous praise for small things is very important. At easysoft there is a »daily success story« on the intranet. Schindlerhof and Resourceful Humans have developed original tools: at the Nuremberg hotel the »employee share index« (max) as a playful tool for self-assessment and at the Berlin management consultancy a point system that is reminiscent of the seller rating on ebay. One of the values ​​here at tempus is: »Give appropriate and genuine recognition.« At the beginning or at the end of every meeting of the management, the following question is asked: »Have you already praised an employee today? If not, do you still know how to do it? «Quarterly talks 260 The secret of champions

14 help to discuss the achievement of goals. This should always be linked to the question: How can I better support an employee in achieving their goals? A real feedback culture is therefore characterized by a broad spectrum, ranging from small, verbal feedback in everyday life to structured and goal-oriented employee appraisals. 11. Blogs, videos and social media pioneers: VBZ, Festo, Phoenix Contact The hype about social media is over. Social media are now naturally part of the recruiting mix. Blogs, online videos and appearances on Facebook, XING & Co. are the future standard. The champions show how it is done. The trainee blog, invented by Festo, has meanwhile been copied a lot. We have shown the numerous online activities of mindsquare in more detail in this book: Stepstone, Mons ter, XING, Absolventa, Get in IT, Kununu represent everything. Almost all of the pioneering companies have YouTube videos today. Six-digit amounts as an investment in job videos are no longer uncommon. An original, entertaining and at the same time informative video has what it takes to become a hit on the Internet. You don't just have to do what everyone is doing, either. Some also use lesser-known channels, such as Watchado. And if there is a lot to see in your company in the truest sense of the word, then present yourself not only on Facebook, but also on Instagram. By the way: do you know the “klout score”? Klout is a San Francisco-based company that uses social media analysis to create a user impact rating. Klout's scale, the Klout Score, ranges from 1 to 100 and reflects a person's online influence. Barack Obama has a Klout Score of 99. This is how influence can be measured via social media. The 25 success factors 261

15 12. Further training and qualification campaigns Pioneers: General Electric, Apple, Thullesen, Phoenix Contact, Festo, domino-world A mega-trend that we can clearly see: Companies are closing the gaps left by the state school and training system. Top companies go on the offensive. They train their own offspring and ensure that their existing employees keep getting better. Thullesen and Phoenix Contact make young people capable of training who the school system has no longer reached. Festo puts 1.5 percent of sales in its academy and learning centers. General Electric's in-house university in Crotonville has shaped half of America's business elite, and Apple University is already legendary. Schools today indirectly convey the following message to students: "It doesn't matter what you do, the main thing is that you do it well." Unfortunately, that's not true. The correct message would be: »tirelessly focus your energies on something that you are good at. Concentrate. Before doing this, think about whether your knowledge and skills will still be of value in the future. «Personal responsibility is the right thing to do. But sometimes young people in particular also need a push. Another trend: increasing the attractiveness as an employer through higher demands on education and training. A employees love additional qualifications. They just want to keep getting better. At mindsquare, therefore, all (!) Employees go through internal management training. They are A-employees. 13. Employer branding campaigns Pioneers: Unilever, SICK, VBZ Employer branding, the often campaign-like strengthening of the employer brand, has reached SMEs. In particular, companies that do not have products for end users invest in brand awareness. A lighthouse that does not shine far out into the country will not attract employees. This also applies to small companies, whose lighthouse then has to function regionally. Un- 262 The secret of champions

The key word “demographic gap” is used to discuss how to find employees here in the future. Anyone who has done their employer branding homework will always have enough applicants. When it comes to employer branding, don't let an off-the-peg program sell you. The advertising for the employer brand must be authentic. Numerous medium-sized companies who had the courage to undertake unusual actions and campaigns were rewarded for their courage. With the younger generation, humor and self-irony are often well received in the public image. 14. Strategic personnel management Pioneers: Apple, Google, Phoenix Contact, VBZ Personnel management is becoming a key area for top companies. Either the HR manager joins the management, like at Phoenix Contact, or personnel is an absolute top priority anyway, like at Google. In traditional companies, HR is seen as rather boring. In the personnel area, data is collected, which is then passed on to the next higher authority. But now the whole thing has been reversed. HR provides employees with a wide range of information. Corporate strategy is therefore increasingly developed by the employees. It is more and more the case that companies can only "do" what they have the right people for. The more talent there is, the greater the possibilities. Strategic personnel management has to ensure that there are always the right people for the right steps. And for the fact that the existing employees are constantly developing. 15. Active Sourcing Pioneers: Apple, Phoenic Contact, Coplaning Waiting for applications was yesterday. The champions take action themselves in the search for the best. The catchphrase is “active sourcing”. Steve Jobs was considered the "top headhunter" at Apple. Who doesn't The 25 success factors 263

17 who wants to “poach” them directly, addresses interesting candidates at least at courses, at trade fairs or online via social media. The craft company Coplaning encourages its employees to constantly look around for good people in the neighborhood and in their circle of friends. Google even pays a lot of money for recommendations from its own employees. Google has applications for every vacancy and still they pay for recommendations from their own employees! There are dollars for the recommendation, additional dollars when the employment contract is signed, and another dollar when the probationary period has been successfully passed. So in sum, dollars. Google has even found out that when it comes to recommendations from its own people, there is a particularly high hit rate of candidates who are actually hired in the end. And: that there is no point in further increasing the premiums. A employees recommend other talents not because of the money, but because they are convinced of both their company and the candidate. 16. Employee pampering programs Pioneers: Google, Coplaning, tempus, WL Gore, easysoft When it comes to goodies for employees, Silicon Valley can hardly be topped: huge company-owned sports facilities, top childcare, driving service, massages, free meals from top chefs, and so on . But even in our part of the world, the best companies come up with a lot. With our »33 roses« for employees, we at tempus have been pioneers for many years. At Coplaning there is a sumptuous breakfast buffet for everyone every day, prepared by our own chef. To top it all, many of the companies mentioned not only have a profit share, but also a real equity stake. Whatever good you do for your employees, there are hardly any limits to your imagination, the motto is: give and take. Ask a lot of your co-workers, but give a lot back to them. 264 The secret of champions

18 17. Motivation through meaning instead of money Pioneers: W. L. Gore, domino-world, Phoenix Contact, Upstalsboom It is not only the younger generation that is placing increasing value on meaningful and fulfilling work. In contrast, financial incentives have clearly lost their persuasiveness. The geriatric nurses at domino-world, for example, experience positive progress with the elderly people entrusted to them like hardly anywhere else in the industry. Phoenix Contact and other high-tech companies explain to applicants in detail how their products ultimately improve people's lives. This not only increases productivity, but also makes people content and happy. A plumbing contractor helps improve the quality of life by keeping homes clean and healthy. A line worker completes products that someone would like to buy and that give him pleasure. It is the job of superiors to convey this meaning. Creating meaning is sometimes overrated. Anyone who takes the time to explain to an apprentice what effects a single work step has on many others is already making sense. 18. Presence at schools and universities Pioneers: McKinsey, Phoenix Contact, Maschinenringe, SICK, Thullesen More and more top companies are going to schools and universities in order to make contact with young talents as early as possible. Maschinenringe, for example, regularly offers an »after-school event« with an exciting supporting program. SICK invites schoolchildren to the "sick Summer University" during the summer vacation. McKinsey has had a number of partnerships with universities for a long time. The "McKinsey Campus" in Kitzbühel is a multi-day seminar for students. Thullesen has a total of only 30 employees (8 of them are trainees). Nevertheless, a full-time teacher is employed who gives tutoring to up to 40 weak students. This only works in close coordination with the schools and their teachers. The next step is preprogrammed: companies not only show presence at existing schools and universities, but also set up some themselves. Or team up with others in a region to set up a business. The more the German universities The 25 success factors 265

19 fall behind, for example, with the elite universities in the USA, the more initiative is required. 19th place for individuality and creativity Pioneers: Apple, Unilever, dm-drogerie markt, W. L. Gore Steve Jobs never only wanted "the well-behaved and well-adjusted" at Apple. That applies to many top companies. The more colorful the troupe, the more creative. At W. L. Gore, employees are allowed to pursue even the most crazy projects. The chain dm-drogerie markt lets its trainees and employees write their own plays. This is not only good for creativity, but also promotes self-confidence. Everyone should stand by themselves and show themselves to customers. It is important that the strengths of the individual and the situation in the company match perfectly. Where this is not the case and the company has no other job to offer, you have to be able to talk about separation. Such companies are not ruthless, they help people out of a looser position and into an environment where they can develop again. The larger the company, the more opportunities there are usually to live out individuality and creativity. In the past, Google has gone so far as to create special positions for particularly creative minds where none were actually intended. This is how Sheryl Sandberg came to Google. The bosses just found her interesting and wanted her to work for Google. Today Sheryl Sandberg heads Facebook's operations and is one of the richest women in the world. 20. Manageable teams Pioneers: W. L. Gore, Semco, Apple, Google The best of the best prefer to work in small teams where there are short communication channels and good ideas are not lost in bureaucracy

20 tie sand. Google, for example, has around 8,000 employees, and yet there is still the “two pizzas rule”: If the team can't get enough of two family pizzas, it's too big. W. L. Gore also repeatedly divides larger teams into smaller ones. It's not size that makes you strong, but small, powerful teams secure the future. Not the big ship, the clumsy tanker, but speedboats are in demand. A medium-sized company like easysoft has already divided its around 60 employees over several locations. There is much more cohesion in smaller teams than in an anonymous bureaucracy. There are faster decision-making paths and a higher degree of creativity. If you take a look at the architecture of the new world of work, you will find that this too often makes working in small groups particularly beneficial. 21. Commitment to corporate values ​​Pioneers: Apple, Google, tempus, domino-world, Upstalsboom Common values ​​play a key role for top companies. The more freedom individual employees have, the more values ​​are a compass that provides orientation. At Google, the principle "do no evil" is legendary. The geriatric nurses from domino-world commit themselves to »the 10 domino rules«, and here at tempus we have value cards for all employees. There is a widespread misunderstanding: you define values ​​once and then hang them on the wall or decorate yourself with them on the Internet. Catalogs of values ​​that are not lived, however, backfire. It is important to really work on common values ​​and then to live them. Some companies consciously choose Christian values ​​that can also connect people and motivate them to perform well. Jack Welch has declared truthfulness and trust to be his top values ​​and has always set an example for his employees. The 25 success factors 267

21 22. Appreciation for older employees Pioneers: Festo, Phoenix Contact Everyone wants the best trainees and university graduates. Top companies have long since valued the knowledge and experience of the older generation. Phoenix Contact, for example, is specifically hiring older people who have lost their jobs due to bankruptcy, for example. Festo is the beacon with its structured »preparation time« for older employees. In general, the appreciation for older employees will increase in the next few years. We cannot allow ourselves to forego their experience and skills. In addition, more and more older people now want to work longer and still do something useful. For many, retiring as early as possible is no longer attractive. Older people are now fitter and healthier than they used to be. Companies should respond to this and make appropriate offers. 23. Culture at eye level Pioneers: W. L. Gore, Semco, Mars, Upstalsboom In excellent companies we often observe special interpersonal relationships. The hierarchies are flat and everyone is on an equal footing. Everyone is valued for what they can do. Trust arises where superiors are willing to give up some of their authority. The employee now has the chance to grow into this area. The beginnings can be quite modest. A suggestion box that the employee knows will be emptied regularly and will be carefully considered is an example of a first step. Keep asking your employees: What would you do differently if it were your company? Or: if you had euros at your disposal, what would you invest them for? Status symbols have become obsolete more and more often. Successes are celebrated together, profits are shared. This is how employees become co-entrepreneurs. And one more thing: eye level is often shown in small things. Do I perceive other people or not? During the trial period at the Hotel Schindlerhof, for example, it is closely observed whether a trainee is 268 The Secret of Champions

22 or a new employee only greets his superiors or all colleagues, including the cleaning lady. 24. Leadership with goals Pioneers: Apple, tempus, Festo, General Electric Goals are decisive for success. Today, however, it is said again and again that you cannot plan anything. You have to orientate yourself towards customer requirements, produce consensus products and gradually feel your way forward. Companies such as Apple see it completely differently: There, targeted multi-year plans are drawn up and then implemented.This creates new products that can be sold almost easily. As a rule, the companies described in this book would say that the world is changed not through discussion groups, but through careful planning. Not "the way is the goal", but "the goal is the goal". Every employee, whether boss, clerk or trainee, has committed to measurable and feasible goals in the most successful companies. Life is not a game of chance. 25. “Unfair” payment Pioneers: Google, Yahoo, tempus, Chick-fil-A, Semco The principle of “pay unfair” is taken to extremes by Google with the keyword “pay unfairly”. The realization that there are ultimately only a few AAA employees in a company who are disproportionately involved in the company's success justifies enormous differences in salaries. In simplified terms, one could also speak of the rule here. 20 percent of employees are 80 percent responsible for the company's success. The mathematicians and meticulous statisticians at Google have calculated that the top 1 percent of employees are responsible for 10 percent of success, and the top 5 percent of employees are responsible for 26 percent of success. Then why not an employee- The 25 Success Factors 269

23 ter who brings four times the success, not also pay four times? Google is not only envied for this system in Silicon Valley. So you can't use money to poach an employee from Google. Other companies that we have described in our book are less radical in this regard. But they all have one thing in common, namely the knowledge that a top employee, no matter how much you pay him, is always underpaid. And a bad employee is always overpaid, no matter how little you pay him. In our online media library for the book at de / mediathek you will find a wealth of free additional offers: forms and templates, videos, articles, book tips and more! 270 The secret of the champions