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Endorsements of the Shared Values Process®
1996: "As I reflect upon where the organization is today
in comparison to where it was before we started our journey
together, there's not a moment's doubt in my mind that
we chose the right path when we chose the Shared Values
Process. The transformation has been remarkable, and I
know the journey has just begun. For all you have done,
and for all you will continue to do, I am eternally grateful."
2004: "And now, after 8 years! "Shared Values was introduced
to our company in 1996. Today, in 2004, it continues to
be a vital part of our corporate culture. It is not a
fad. It is not the flavor of the month. Shared Values
has staying power and the power to change an organization
for the better, because it draws upon the basic truths
of who we are as human beings and the kind of environment
within which we desire to work."
James (Jim) Gabbert, CEO
Gabberts Furniture and Design Studio
(An award-winning furniture retailer, nationally
recognized for excellence and quality service,
with locations in Minneapolis, MN; Dallas, TX; and Ft. Worth, TX)
Shared Values and the National Pepsi 1993 Needle Hoax Crisis
In 1989, Pepsi-Cola's West Coast bottler/distributor, Alpac Corporation, instituted the Shared Values Process
along with their advertising and public relations vendor,
Evans-Kraft. Four years later, in the early summer of
1993, needles were found in Diet Pepsi cans. The regional
news story immediately became a national crisis when
over 30 cans from around the nation were thought
to contain needles. Alpac responded immediately with the
help of outside advertising and public relations groups,
and they partnered with the U.S. Food & Drug Administration to
respond to the public's fears. Both Pepsi-Cola and Evans-Kraft
used the Shared Values principles that had been taught
to them by the Lebow Company to meet this crisis head-on.
Here's what Pepsi-Cola stated about
the crisis in their brochure entitled, What Went Right! The Pepsi
1993 Needle Hoax Crisis:
"A crisis means accelerated
events, unexpected turns and constant pressure. There
is no time to think about what your company stands for.
Those values have to be well entrenched. Ours were.
By instinctually and constantly checking ourselves against
what was best for our customers, we consistently made
the right choices. Not just management, everyone. Our
philosophy lighted our steps in the midst of the storm.
Employees must be ready, willing and able to accept
extraordinary new responsibilities at a moment's notice.
. . . The crisis quickly tests the relative strength of a
guiding vision. Pepsi-Cola's vision statement embraces
a straightforward philosophy:
'We will be an outstanding company by exceeding customer
expectations through empowered people, guided by shared
values.' "
The two Shared Values of the Heroic Environment® used in this crisis
were 'Treat others with uncompromising truth' and 'Put
the interests of others before your own.'
ENGEN Petroleum LTD. (South Africa)
"I am absolutely convinced that our decision to implement
the Shared Values Process was a good one and will benefit
ENGEN OIL (Mobil Oil of South Africa) handsomely in
the medium/long term."
Mpumellelo Tshume
Director of Human Resources & Development
Cape Town, South Africa
In the past, the organization was named Mobil Oil,
South Africa. ENGEN used the Shared Values Process to
bring together their staff—a group of very diverse cultures
that were not working well together. Their goal was
to create "true transparency" among Africans, Native
South Africans, and other ethic groups. To receive a copy of the independent report on the results
of the implementation of the Process—profits, morale, and brand recognition increased dramatically—prepared by a leading
South African Graduate School of Business, contact LCI at contactus@lebowco.com.
"It strikes me that the principles of the Heroic Environment
and Heroic behavior are the kind of logical, commonsense
fundamentals of life that too often get lost in big
business."
Roger D. Missimer
Senior Vice President
R.R. Donnelley & Sons Co.
"The Concept of the Heroic Environment is the 'Open
Marriage' of business philosophy . . . it borders on organization
without ego. Very simply, these eight principles say . . . do
what is right; treat others as you would expect to be
treated . . . with trust and dignity. They really deal with
the essence of down-to-earth values."
Jim Stevens, COO
Coca-Cola Enterprises
Atlanta, Georgia
"I love the book. Your product line is rich. The applications
far exceed my wildest previous imagination. This is a
concept we are going to run with."
Paul Horgen,
President & CEO
Think Federal Credit Union, Rochester, MN
(Formerly IBM MID-AMERICA Credit Union,
one of the most profitable credit unions
in the US)
"If you want your company to work, and people to care
about each other and the good of the whole organization,
read this wonderfully appealing book. Heroism in the
workplace isn't fiction. It can come alive and make
a real difference in our lives."
Kenneth Blanchard, Ph.D.
Co-author of The One Minute Manager
"In an easy one-hour read you can learn how to humanize
your whole organization and turn everyone into a winner.
I loved this powerful book. Buy it!"
Harvey Mackay
Author of Swim with the Sharks Without Being Eaten Alive
"Rarely is so much wisdom contained in such a compact,
accessible package. People at all levels of an organization
can benefit from the lessons of this book."
Mary Boone
Author of Leadership and the Computer
"Don't miss this book! You'll come away with some extraordinary
insights into how great companies make the Shared Values
Process an essential principle of their strategy."
John Sculley
Principal,
Sculley Brothers
(and former CEO, Apple Computer)
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