Peak.
By Chip Conley
I listed to this as an audio book a couple of years ago, and I remember it striking a real chord with me because of its particular focus on culture in a company as a key component for lasting success. Chip Conley has made a significant impact in the hospitality industry in his time, and is inspirational as an entrepreneur and author. In this book he attributes many of his achievements to the cultures that he created and nurtured in the businesses he contributed to along the way. I made brief notes of his key leadership practices back when I listened to this book, and rereading them I am inspired to listen to the audiobook again. So much of this kind of wisdom resonates more when it is revisited, as our perspectives continue to change, and we continue to learn and grow in our careers.
Key take outs for me:
Culture is a framework for values and meaning; and is strong when employees talk in terms of “We are…”
It is about “how things get done around here”, and “how we work when the boss is not here”.
A key question to ask is: “What am I becoming as a result of this job?”
Work on creating the conditions for happiness to occur.
Quote by Einstein which has great bearing on our intangible (unseen) needs: “Not everything that can be counted counts, and not everything that counts can be counted.”
Happiness is about wanting what you have.
People, at their very core, gravitate to goodness. Management should assume that employees are ambitious, motivated, and able to exercise self-control.
The satisfaction of doing a great job is a strong motivator, and Peak leaders help create an environment that enables this.
Summary of the 8 Leadership Practices:
Peak leaders believe that humans are basically good.
They create the conditions for people to live their calling by curating an environment where employees are driven by purpose.
What is most valuable in life and in business is intangible.
Great leaders know that the intangibles are higher up on the needs pyramid; and they try to lead from that transformational place.
**Maslow’s hierarch of needs has survival at its base in the form of physiological and safety needs; then success in its middle in the form of esteem and social belonging; and then transformation at the top in terms of self-actualization.
A healthy company culture can be transformative in helping a leader pay attention to these higher needs.
Peak leaders are conscious of higher needs beyond the organization.
Delivering on the unrecognized needs of your Customers requires a relentless commitment to innovation.
Peak leaders develop loyalty with all of the stakeholders (customers, suppliers, employees and shareholders) by being a role model, all of the time.
This book reminds me that leadership is both a calling and a great responsibility. People place their trust in leaders, who can create the potential and possibility of empowering achievements for both employees and themselves by pursuing positivity and excellence, and creating an environment in which it is difficult not to excel. Whether we lead a large team, ourselves, or our family – we can instill a culture that enables others to pursue their best potential.