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432 PART 5: THE LEADER AS SOCIAL ARCHITECT
the company stands behind its commitment to values of worker autonomy and
customer service.
In some cases, stories may not be supported by facts, but they are consis-
tent with the values and beliefs of the organization. At Nordstrom, for example,
leaders do not deny the story about a customer who got his money back on a
defective tire, even though Nordstrom does not sell tires. The story reinforces the
company’s no-questions-asked return policy. 33
Symbols
Symbol Another tool for conveying cultural values is the symbol. A symbol is an object, act,
Symbol
an object, act, or event that
an object, act, or event that or event that conveys meaning to others. In a sense, stories and ceremonies are
conveys meaning to others
conveys meaning to others
symbols, but leaders can also use physical artifacts to symbolize important values.
Recall the earlier example from J. C. Penney, where Mike Ullman is selling the
company’s expensive art collection and instead putting up photos of employees.
Ullman wants to symbolize a new cultural value that recognizes the worth of
front-line employees and considers their efforts and contributions to be the
lifeblood of the company.
Specialized Language
Language can shape and infl uence organizational values and beliefs. Leaders
sometimes use slogans or sayings to express key corporate values. Slogans can
easily be picked up and repeated by employees. For example, at Averitt Express,
the slogan “Our driving force is people,” applies to customers and employees
alike. The culture emphasizes that drivers and customers, not top executives, are
the power that fuels the company’s success.
Leaders also express and reinforce cultural values through written public
statements, such as corporate mission statements or other formal statements that
express the core values of the organization. Leaders at Eli Lilly and Company de-
veloped a formal statement of corporate values, including respect for all people,
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honesty and integrity, and striving for continuous improvement. Eaton Corpora-
tion’s philosophy statement, called “Excellence Through People,” includes values
such as encouraging employee involvement in all decisions, regular face-to-face
communication between executives and employees, emphasizing promotion from
within, and always focusing on the positive behavior of workers. 35
Socialization
Socialization
the process by which a person
the process by which a person
learns the cultural values, norms,
learns the cultural values, norms, Selection and Socialization
and behaviors that enable
and behaviors that enable To maintain cultural values over time, leaders emphasize careful selection and
him to “fi t in” with a group or
him to “fi t in” with a group or
organization
organization socialization of new employees. Companies with strong, healthy cultures, such as
Genentech, described in the previous chapter, Nordstrom, Southwest Airlines, and
PSS World Medical, often have rigorous hiring practices. PSS, for example, doesn’t
call candidates back for follow-up interviews. Requiring the candidate to take
the initiative through every step of the recruiting and hiring process, which
takes six to eight weeks, ensures that PSS hires people with the right
Action Memo
values and attitudes to fi t its achievement-oriented culture. 36
Once the right people are hired, the next step is socializing them
As a leader, you can shape cultural values
into the culture. Socialization is the process by which a person learns the
through rites and ceremonies, stories,
values, norms, perspectives, and expected behaviors that enable him
symbols, and language. You can keep the
or her to successfully participate in the group or organization. When
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culture strong by carefully selecting and

people are effectively socialized, they “fit in,” because they understand
socializing people, and by making sure your
and adopt the norms and values of the group. Socialization is a key lead-
actions match the espoused values.
ership tool for transmitting the culture and enabling it to survive over
time. Leaders act as role models for the values they want new employees