Prestige Culture Credo | Adopted from HubS

Version 2.5 04.21.13

Creating a company we love.*

* Phrase borrowed from HubSpot

CULTURECREDO

The Prestige Security

This presentation is adapted from a public documentcreated and presented by the company Hubspot

Thursday, June 20, 13

This is a required internal curriculum

for all new hires of any capacity.


WHATS CULTURE?A set of common beliefs,

shared values and practices.


Why care aboutculture?


A great culture helps attract great people.


Culture is to recruitingas innovation is to marketing.

Customers are more easily attracted to great innovation and marketing

Great people are more easily attracted to great culture and vision

Shout out to Peter DruckerThursday, June 20, 13

A great culture helpspeople deliver

their best work.Thursday, June 20, 13

Whether we plan it or notculture will happen.

CULTUREHAPPENS.Why not create a culture we love?

Culture eats strategy for breakfast. Peter Drucker


Lets make the company we always dreamed of. Lets create a company

that will be a great place to be from.REED HASTINGS and PATTY MCCORD

NETFLIX.


Now, an observation...


People have

dramaticallychanged how they live

and how they work.Thursday, June 20, 13

Then Now.

Focus

Tenure

Need

Pension Purpose

Whole Career Whatever

Good Boss Great Colleagues

credit to DRiVEThursday, June 20, 13

Despite this fundamental change...


Most organizations operate as ifthey are frozen in time.


They operate as if moneyis what matters most...

...and as if amazing peopleare just happy to have a job.


We’re different.Thursday, June 20, 13

We’re Prestige.Thursday, June 20, 13

We’re creatinga company we

love.Thursday, June 20, 13

This document is partmanifesto and part

employee handbook.

Its part who we are andpart who we want to be.


Pursue something so

important that even if you

fail, the world is better off

with you having tried.

TIM O’RIELLYThursday, June 20, 13

1We are as focused on our metrics as on our mission.


OUR MISSION is to SECURE our communities, SMARTLY.

Daily we challenge the big behemoths of the industry by recommitting to and radically pursuing a more heroic vision.

more�� on�� this�� later...


OUR MISSION is to SECURE our communities, SMARTLY.To make secure is to create an experience people love, an environment of safety that produces peace-of-mind.

SECURE


To make secure is to create an experience people love, an environment of safety that produces peace-of-mind.

YOU MUST CREATEcreate


We believe ours isa noble cause.

We help businesses and families protect their most valuable assets.

1We make offices and homes “smart”, improving lifestyle and propagating simplicity.

2


We also reduce the burden placed on local and state government by actively growing a medical safety division for the elderly nationwide.


Our commitment to our mission has earned us the love of many.

Our commitment to our metrics has earned us the resources to further our mission.

We are passionate about both.


Balancing this dual personality of mission and metrics is challenging.

But it is also what makes us different.Thursday, June 20, 13

One way we balance these two necessities is by having

a guiding goal that serves our mission.


Our guiding goal is delighting customers


2We obsess over our customers.


Have the courage to start with the customer. My biggest regrets are the moments that I let a lack of data override my intuition on what’s best for our customers.

ANDREW MASONFormer CEO of GROUPONin his departure email.


FOR EVERY DECISION WE SHOULD ASK OURSELVES:“Hey me, whats in it for the customers? Will this delight them?”


SFTC.Solve For The Customer

Not just for their immediate happiness, but for their long-term success.

We�� often�� have�� to�� remind�� ourselves�� of�� this.


WAIT. Does “Solve For The Customer”mean just giving more away for free?Wouldn’t that delight customers?

Because...

NO. To delight customers in the long-term,we have to survive in the short-term.


Bankruptcompaniesdon’t delighttheir customers.


All other goalsshould supportour guiding goal.


We have a professional sales team.Does hitting our sales goals support our guiding goal?


YES.Having delighted customers requireshaving customers.

We’re on the path towards our guiding goal as long as we sell to customers that weexpect to delight.

This�� is�� the�� key.�� We�� must�� NEVER�� sell�� to�� customerswe’re�� not�� justifiably�� confident�� we�� can�� delight.��


WE LOVE TO TEACH.We believe success comes from educating customers, not exploiting them.

SO...Thursday, June 20, 13

3We are radically and uncomfortably transparent.


We are radically and uncomfortably transparent.‣With our customers‣With our teams‣With the office‣With ourselves


The intent behind all this transparency is tosupport smarter behavior and better decisions.

This empowers each of us and our customers.

It always “is what it is” - not just when convenient.


4 We believe that our teams are powerful, so we empower.


WE TRUST OURSELVES.


Just because somebody made a mistake years ago doesn’t mean we need a policy.

WE DON’T PENALIZE THE MANY FOR THE MISTAKES OF THE FEW.

We only protect against really big stuff.


We don’t have pages ofpolicies and procedures.


USEGOODJUDGEMENT.

Instead, we have a three-word policy on just about everything:


USE GOOD JUDGEMENT.

Customer Buy-OutsFalse Alarm FeesReplacing EquipmentService CallsSick DaysBreaksReimbursements

Our policy on all of these (and most other things) is:


WHATS GOOD JUDGEMENT?

1. Team > Self

2. Company > Team

3. Customer > Company

Favor your team over yourself.

We’re�� pretty�� good�� at�� the�� first�� and�� second�� -��

but�� the�� third�� is�� tricky�� sometimes.

Remember,�� acting�� in�� our�� customers’��

interest�� is�� in�� our�� long-term�� interest�� too.��


Now, lets talk about when we work.

Generally...


Results matter more than the hours we work.


Results matter more thanhow much vacation we take

We don’t have an official vacation policy


We believe in being empowered to work when and how we want.

Remarkable and consistent results are what matter.


But we also recognize that…

Creative magic happens when phenomenal people consistently connect.

So, we trust our leaders touse good judgement when guiding their teams.

And...


...we try hard to create a work environment where we want to spend time.


THEN. Influence based on hierarchyCommand & Control

INFLUENCE ISINDEPENDENT OFHIERARCHY.

NOW...


We want direction on where we are going….not detailed directionson how to get there.Simon Sinek


We don’t want just “managers”…

We want inspiring leaders.Passionate coaches.Tireless supporters.

Managers exist to helpindividual starsmake magic.


CEO, COO, PRESIDENTVP of This, Manager of That.

Doesn’t matter what your title is.

EVERYBODY DOES REAL WORK AND

GETS THEIR HANDS DIRTY


Being powerful and empowered means nothing if you don’t act.

DON’T OVER-THINK IT.

JUST DO IT. ACT. MOVE. MASSIVE ACTION.


WITH THIS KIND OF TRANSPARENCY AND TRUST, WE CAN’T TAKE CHANCES WHEN HIRING.

SO...


5 We are unreasonably picky about our peers.


You become the average of the five people you hang out with most.


What makes somebody a great fit for Prestige?

What makes them awesome for us?

What does it mean to be PRESTIG-OUS?


There are five (5) attributesthat we value in people.


HUMBLE.Modest, despite being awesome. Teachable.

WAIT. Doesn’t being humble mean lacking confidence?

NO. The very best people are self-aware and self-critical - not arrogant.

1


When things go well, humble people tend to share the credit.

When things go poorly, they tend to shoulder the responsibility.


EFFECTIVE.Gets it done.Measurably moves the needle. Immeasurably adds value.

EFFECTIVE PEOPLE ARE: Predisposed to action. They just start doing.They have a sense of ownership.They’re resourceful and always looking for leverage.

2


Effective people find ways to have their cake, and eat it too.


ADAPTABLE.Constantly changing.Life-long learner.

3

WAIT. What about good people that just want stability and predictability?

They may do good work, but they likelywon’t be happy here. Change is constant.

“PROGRESS IS IMPOSSIBLE WITHOUT CHANGE.”GEORGE BERNARD SHAW


REMARK-ABLE.Worthy of being remarked upon.

4

Has a superpower that makes themstand out in some way.

Remarkably smart.Remarkably creative.Remarkably eloquent.Remarkably kind.


TRANSPARENT.Open and honest with others and themselves.

5

“NO LEGACY IS SO RICH AS HONESTY.”WILLIAM SHAKESPEARE


HUMBLE.EFFECTIVE.ADAPTABLE.REMARK-ABLE.TRANSPARENT.

WE WANT PEOPLE WITH HEART

Those who will help us create a

company we love.


WE DON’T JUSTBELIEVE IN HEART,WE BET ON IT.

We hire, reward and release people based on the five attributes


EXAMPLE 1. If you’re closed, arrogant and stuck in your ways, it doesn’t matter how effective you are or how much you produce. Its not going to work out.


EXAMPLE 2. You can be remarkably smart, humble and open. But, if you’re not effectively moving us forward, its not going to work out.


COMPROMISING ON CULTURE ISMORTGAGING THE FUTURE.

Its reasonably to want to hire just for skills when the need for help is painfully acute.

Its reasonable, but its also wrong.

The interest rate on culture debt is crushingly high.


Does this mean we only accept those that match the five qualities perfectly?

NO. Confucius has good advice here...


BETTER a diamond with a flaw than a pebble without.Confucius


“We’re a team, not a family. We hire, develop and cut smartly so we have stars in every position.”

We couldn’t have said it better ourselves, so we didn’t.


Don’t just hire to delegate. It’s tempting to bring people in that you can push off work you don’t have time for.

Hire to elevate. Bring people in that are better than you atsomething an you can learn from.


We want to be as proud of the people we build as we are ofthe company we build.


We compensate based onfair market value.

It’s�� hard�� to�� know�� what�� market�� value�� is.We�� think�� of�� it�� as�� VORP(Value�� over�� replacement�� Player).


THERE ARE TWO WAYS TOPROGRESS AT PRESTIGE.

1. Gain mastery as an individual contributorand make magic happen - produce.

2. Provide spectacular support to those whoare doing #1.


6 We defy conventional “wisdom” because its often unwise.


We’d rather befailing frequentlythan nevertrying new things


Prestige Culture Credo | Adopted from HubS

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Transcript of Prestige Culture Credo | Adopted from HubS