Begin With WE

1. Begin With WE: Shift from "Me" to "We" for Collective Excellence

A leader, who may or may not have a fancy title, is WE-oriented, cares, motivates, lifts up, and inspires everyone around them to be their best.

Transforming culture. The "Begin With WE" philosophy is a powerful antidote to the pervasive "Corporate A-ME-rica" mindset, where individual success often overshadows collective achievement. This shift from "I, me, my" to "WE" is crucial for cultural transformation, fostering an environment where team members prioritize shared goals and mutual support over personal gain. The author's experience at Maximus, leading a $5 billion program, demonstrated how ten simple "WE" principles could revitalize a disengaged, siloed organization.

Beyond individual contribution. While individual contributions are important, true, sustained success comes from combined efforts. A "me-oriented" focus leads to isolation, stifled innovation, and dissatisfaction, as employees constantly ask, "What's in it for me?" In contrast, a "WE-oriented" approach cultivates a culture where:

• Teams are tighter, with stronger interpersonal connections.
• Apathy is replaced with passion and purpose.
• Leaders empower, motivate, and inspire.

Authenticity is key. A "WE" focus demands authenticity, recognizing that no one is perfect and mutual reliance is essential for best work. This environment eliminates corporate fear, isolation, and pretense, leading to better results and more engaged, authentic leaders. The 10 WEs serve as a common framework and cultural currency, equally valuable for an intern or a seasoned executive, governing how everyone treats each other and those they serve.

2. Build Trust: Always Do the Right Thing and Lead by Example

The 10 WEs govern how we treat each other and those we serve—in that order.

Foundation of integrity. Doing the right thing, always, is the non-negotiable cornerstone of a Culture of Excellence. This principle, exemplified by Harry Kraemer's leadership at Baxter International during a product scandal, means publicly owning mistakes, taking responsibility, and prioritizing ethical action even when difficult or costly. Kraemer's consistent integrity built a culture where his team felt comfortable operating with total transparency.

Actions speak loudest. Leaders are constantly under a microscope, and their behavior sets the standard for everyone else. Leading by example means consistently demonstrating integrity, punctuality, and respect, not just "talking the talk." The author shares how his habit of saying "I appreciate you" spread through his teams, and how wiping down a wet restroom counter inspired others to do the same, showing that no one is too important for tasks that benefit all.

• Good example spreads: When leaders consistently do the right thing, others follow suit.
• Bad example spreads: "Executive Seagulls" who demand service and leave a mess create a "Leadership Gap" of hypocrisy and discontent.
• Authenticity: Leaders must be their genuine selves, acknowledging flaws, to be relatable and trustworthy.

Respect and influence. A leader's selfless, "WE-oriented" approach is a magnet for high-performers, fostering wide influence and respect, unlike a "me-oriented" boss who merely makes demands. This commitment defines a leader's personal brand as trustworthy, attracting like-minded individuals and inspiring loyalty. When leaders consistently uphold standards, their positive actions create far-reaching and impactful ripples throughout the organization.

3. Ensure Credibility: Say What We'll Do, Then Do It

If you want your brand to inspire trust externally, start internally with your team and establish a culture where people do what they say.

Credibility is currency. Your credibility is your brand, and it's built on consistently delivering on commitments. The author's frustrating experience with Dacor appliances, where promises of refunds and callbacks were repeatedly broken, highlights how a lack of follow-through damages trust and reputation. This internal dysfunction inevitably translates to poor external customer service.

Internal accountability. In any team, members rely on each other. When commitments are made but not followed through, personal brands take a hit, and trust erodes. Leaders must establish a follow-through culture by:

• Being painfully clear: Explicitly define "who, what, and when" for every task. Ambiguity is the enemy of execution.
• Writing it down: Documenting commitments creates an "Accountability Contract."
• Consistently following up: Regular check-ins ensure progress and offer support, not just scrutiny.

Respect drives motivation. Failing to follow through on commitments to employees makes them feel devalued and disrespected, widening the "Leadership Gap." When a leader commits to training for an employee but forgets, it saps motivation and trust. Conversely, when leaders consistently deliver on their promises, employees feel valued, respected, and are more likely to reciprocate with their best work, understanding the "why" behind their tasks.

4. Drive Progress: Take Action and Embrace Mistakes

Taking action and making a mistake is okay. Being idle is not.

Overcoming idleness. Many leaders, like "Bob" who sought permission to discuss culture with his team, hesitate to take action due to fear of making mistakes or rocking the boat. This "analysis paralysis" and reliance on "Leadership" to provide all answers leads to idleness, which is the enemy of progress. Leaders must inspire a "think like a founder" mindset, challenging the status quo and asking "why" to identify improvement opportunities.

Mistakes are growth. Mistakes are an inevitable and valuable part of taking action and innovation. The pharmaceutical industry, with its high drug failure rates, demonstrates how "failed" attempts can lead to unexpected successes (e.g., Tamoxifen, Viagra). The author emphasizes:

• Good-faith mistakes: These are made while actively pursuing improvement and are gifts for learning.
• Carelessness: Tolerated once, but not repeatedly.
• Malice: Never tolerated.

Learning from errors. Owning mistakes, like Nick's $10 million error or the mailroom's patient data mix-up, transforms them into growth opportunities. Instead of hiding errors, transparently addressing them allows for process improvements, like new checklists, preventing future recurrences. This shifts focus from "who" to "what," fostering a culture of problem-solving rather than finger-pointing, and building trust within the team and with clients.

5. Foster Support: Pick Each Other Up and Lift Higher

When the acceptance of mediocrity is removed and people feel safe to be their authentic selves, apathy is replaced with passion and purpose.

Humanity in leadership. "WE pick each other up" means showing genuine respect, care, and having your teammates' backs, especially during adversity or poor performance. The author's early career experience with Robert, an older, gruff employee, taught him that treating people with dignity, even during difficult conversations, earns respect and inspires improvement. This principle ensures everyone feels safe to be their authentic self, take risks, and engage fully.

Beyond competition. The "me, not WE" mentality often frames coworkers as competition, leading to a lack of support. However, true success requires teamwork. Leaders must model this by:

• Reaffirming commitment: When someone struggles, reassure them of their value and your belief in their success.
• Remediating issues: Focus on fixing the problem, not blaming the person, and collaboratively develop solutions.
• Reducing workload (temporarily): Lighten a struggling team member's load, with the understanding that others will pitch in, fostering an "all for one" dynamic.

Lifting to new heights. Picking people up isn't just about getting them back on their feet; it's about propelling them forward. Leaders must understand each team member's aspirations and actively support their professional growth, even if it means helping them move to a different role or company. This genuine care, demonstrated through the 5R Method (Recognize, Reaffirm, Remediate, Reduce, Reassess), builds deep loyalty and transforms colleagues into a supportive, high-performing "family."

6. Focus on Impact: Measure by Outcomes, Not Activity

Outcomes are generally measurable and are the end result—representing the “what” in the equation. Activities are the tactics used to achieve the outcome—representing the “how” in the equation.

Distinguish value. Many organizations confuse "activity" (the "how") with "outcomes" (the "what"), leading to wasted effort and a false sense of productivity. The author's experience at Maximus, where his team eliminated hundreds of unnecessary reports, showed how much activity was disconnected from actual value. Customers pay for outcomes, not the busywork involved in achieving them.

Paradigm shift. Leaders must drive a shift towards "outcome-driven activity" by:

• Conspicuous communication: Explicitly connect every task to a desired outcome, avoiding ambiguity.
• Evangelizing the "why": Explain the purpose behind assignments to foster engagement and understanding.
• Setting measurable goals: Quantify outcomes for individuals and teams, focusing on "what is delivered" rather than "how."

Efficient execution. Unnecessary activity, like perpetual reports or endless meetings, drains energy and stifles progress. Leaders should challenge the "it's just how we do things here" mentality and actively trim fat.

• Meeting monolith: Challenge the necessity, duration, and attendees of meetings. Ask: "What do we hope to accomplish?" and "Could this be handled differently?"
• Milestone management: Break large projects into incremental, measurable outcomes to track progress and maintain motivation.
• Right metrics: Use comprehensive metrics (e.g., average handle time and transfer-out calls) to accurately reflect efficiency and customer experience, avoiding misleading single data points.

By relentlessly focusing on outcomes, leaders ensure that every effort contributes meaningfully to the company, client, and crew, as exemplified by Optum's successful bailout of state health insurance exchanges, which generated revenue and helped hundreds of thousands of citizens.

7. Cultivate Growth: Diplomatically Challenge and Enthusiastically Embrace It

Challenging each other simply must be part of the cultural DNA of the organization. When WE challenge each other, WE get better.

Growth through friction. Challenge is a required ingredient for continuous improvement and growth, as President Kennedy noted about going to the moon: "not because they are easy, but because they are hard." The author's transformative conversation with Ace Hodgin, a cantankerous Chief Medical Officer, taught him to "take none of this personally" and embrace challenges objectively to avoid clouded judgment.

The art of challenging. "WE challenge each other" means pushing others to constantly improve in their domain, always supported by data or experience, not subjective "I think" or "I feel" statements. This fosters evolution and continuous improvement from all levels, not just the boss.

• Diplomacy is key: Challenges must be civil, respectful, and focused on the issue, not the person.
• Candor promotes can-do: Objective transparency forces opportunities to the surface, encouraging fact-based opinions.
• Timing matters: Introduce this WE after the first seven WEs are established, ensuring a foundation of trust and support.

Embracing the challenge. Issuing challenges is only half the equation; enthusiastically accepting them is the other. This means removing personal bias, setting ego aside, and assuming positive intent. The "Embrace-O-Meter" illustrates a spectrum from obstinance to willing embrace, which leaders must continuously nudge their teams towards. Apple's relentless innovation, in contrast to BlackBerry's stagnation, highlights the catastrophic consequences of failing to challenge and evolve.

8. Achieve Perfection: Obsess Over Details

The details are not the details. They make the product.

The power of precision. Obsessing over details is the final, critical WE, serving as the bookend to "WE Do the Right Thing. Always." Just as a single misaligned brick can compromise an entire wall, one overlooked detail can have significant ramifications for a product, service, or reputation. The author's team learned this painfully when an incorrect number in a client presentation nearly jeopardized an account, demonstrating that "details matter."

Brand is built on details. "Lowercase b" branding (personal and team reputation) forms the foundation for "Capital B" Branding (the company's overall impression). A laser focus on details provides a competitive edge, especially in commodity-based industries.

• Customer care: Attention to detail reflects a deep care for customer satisfaction and experience, creating "wow" moments, like the hotel staff organizing the author's clothes by color.
• External perception: Flawless external-facing products (presentations, marketing, packaging) build trust. Apple's meticulous packaging design, which evokes excitement, is a prime example, contrasting sharply with a projector screen delivered with misspelled words.

Internal consistency. Obsessing over internal details—from email grammar to meeting punctuality—is a prerequisite for external excellence. Leaders must identify the scope of obsession needed, balancing effort with potential return, and focus on trends rather than single data points. Understanding the nuances of team members' jobs and workflows is also crucial, as it allows leaders to prioritize efforts and foster trust. This commitment to detail, from the smallest internal communication to the most public product, defines a Culture of Excellence.