To help you begin thinking great-company-style, I have used language and an approach that is appropriate to great company culture:
People who work in these companies are rarely referred to as ‘employees' or ‘staff '. This is about being clear from the outset that everyone is in this together, using all the talent available for the good of the organisation. Seeing everyone as a colleague demonstrates the lack of hierarchy and the inclusion needed to create such a positive culture. I have chosen to use this word throughout to begin that challenge of seeing everyone in this way.
This is a term I now use as a result of talking with many companies, great and not so great, about their values. All too often these days, values are associated with the brand, by which they describe the way we relate to our business and the image we wish to project in the world. This is not the same as how we behave towards each other on a day-today basis. By referring instead to the guiding principles, we can differentiate and clarify the behaviours and beliefs that we choose to follow on principle.
The great company model is totally ‘joined up', so it is inevitable that there will be some repetition in places. Also, to allow for readers who choose to look only at specific areas, I have tried to give as clear a picture as possible in each chapter. So if you notice this happening, take a moment to see how the specific issue relates to that element of the model and how you can use it to best effect. You will then have further knowledge to add to what you read next time you meet it.