Jeff Stutz discusses how his father influenced his leadership style of servant leadership and hard work. He also talks about how understanding personality types can help leaders adapt their approach, and emphasizes looking for employees with a strong work ethic and desire for self-improvement. Stutz credits his time at FranklinCovey with teaching him the importance of personal responsibility, collaboration, and that organizational behaviors are predictable based on company systems and processes.

1. Organizational
LEADERSHIP & CULTURE
A compilation of the latest
and most innovative opinions
on organizational leadership
and culture in the workplace

2. Work Rules! 3
The Leadership Playbook 5
An Interview with Jeff Stutz 8
Internet Articles 12
TED Talks 14
Table of Contents
1

3. Section 1:
Books

4. WORK RULES! Insights from Inside Google
That Will Transform How You Live and Lead
by Laszlo Bock
April 7, 2015
Laszlo Bock leads Google’s people function, which includes attraction, development and retention
of the 50,000 worldwide Google employees. During Bock’s tenure, Google has been recognized with
over 100 awards as an employer of choice, and has been named the Best Company to Work For more
than 30 times around the world. In 2010, HR Executive Magazine named Bock“Human Resources
Executive of the Year.”
Passionate about making work suck less through applied science and doing right by people. Personal
opinions only. SVP of People Operations @Google.
—Laszlo Bock’s Twitter profile description
SUMMARY
Google’s employees call themselves“Googlers,”and with up to 3,000,000 applicants sending re-
sume’s each year, it’s apparent that Google employees enjoy coveted positions. But what makes
Google special? Start with the policy of welcoming dogs in the office and dressing in PJ’s and fuzzy
slippers. How about strolling through the building on a bicycle? Employees enjoy free services:
gourmet meals, in-house doctors, car washes, washers and dryers, and fitness centers. Aside from
the amenities, Google insists that subordinate groups make hiring decisions, not managers. Stock is
granted to all employees, and they are required to use 20% of their work time to do whatever makes
them happy. Googlers describe their jobs as“Fun!”
Many companies think it would cost too much to implement Google’s work/play philosophies, but
Bock breaks it down. Of 28 total perks, 12 of them cost Google nothing, and 11 are listed as negligi-
ble. Loaner electric vehicles and massage services are listed as being at a modest cost to Google. Free
gourmet employee cafeterias, free employee shuttle services, and subsidized employee childcare are
the only items on the list rated as high cost to Google. Many large corporations already provide these
last three costly items, so adding some focus to the other 25 Google employee benefits has merit.
Google has three defining aspects of its culture: mission, transparency, and voice.
Section1:Books
https://www.workrules.net/
A billion hours ago, modern Homo sapiens emerged.
A billion minutes ago, Christianity began.
A billion seconds ago, the IBM personal computer was released.
A billion Google searches ago… was this morning.
—Hal Varian, Google’s Chief Economist
3

5. Section1:Books
Mission
Google believes in directly connecting every person in the company with the mission, which is, “to
organize the world’s information and make it universally accessible and useful.” There is no mention of
profit or customer satisfaction. It’s all about one goal shared by one great big team that benefits the
world. Bock states, “This kind of mission gives individuals’ work meaning because it is a moral rather
than a business goal.”
Transparency
One example of transparency is that newly hired software engineers have instant access to almost all
Google’s code base, and they can see what others are developing. Googlers are trusted to keep infor-
mation confidential. Bock says that the benefits of so much openness is that everyone knows what’s
going on. He believes avoiding internal rivalry is based on everyone understanding the differences in
goals across all departments through lateral communication.
Voice
Yvonne Agyei, Vice President of Benefits at Google, received an email from a Googler who explained
that the US tax code was unfair to homosexual couples because gay couples are taxed on the value of
health benefits received by their domestic partners, while heterosexual married couples are not. Agyei
responded, “You’re right,” then implemented a policy to provide additional income to same sex cou-
ples to cover the extra tax.
I highly recommend this book to anyone hoping to improve his or her culture at work. In short, the
Work Rules point of view is that culture is the most important asset of any company. From the found-
ers to the janitor, everyone at Google is free from the typical corporate constrains, and as a result they
gain and produce much more. Read this book – you willl love it.
What others are saying about Work Rules!:
“WORK RULES! offers a bold, inspiring, and actionable vision that will transform the future of work. It should
be mandatory reading for everyone who leads, manages, or has a job.”
Adam Grant
author of Give and Take
“The finest book on organizational culture that I have ever read. WORK RULES! is the essential playbook for
creating high-performance cultures that liberate people to do their most important work.”
Tom Gardner
founder and CEO, Motley Fool
“This is a boring book.”
Annabelle Bock
age 5
4

6. The Leadership Playbook: Creating a Coaching
Culture to Build Winning Business Teams
by Nathan Jamail
July 31, 2014
The sports minded Nathan Jamail provides real tools and systems to apply to your company“right
now,”in order to develop a leadership culture. He writes like a coach with a simple, entertaining, but
immediately applicable style; not the typical dry, politically correct writing of other leadership and
organizational management books.
Jamail is a leading consultant, professional speaker, and the president of his own group of businesses.
He trains corporate leaders at several Fortune 500 companies on how to develop effective coaching
skills to create an organizational culture that multiplies the success of every motivated team member.
For more than two decades Jamail has either been setting sales records, or training others on how to
do so.
SUMMARY
There are vast differences between managing and coaching. Yet many organizations encourage
their leaders to“coach”without creating a culture that supports coaching.“The Leadership Playbook”
shows leaders the essential skills to be an effective coach and to build successful teams by:
• Fostering employees’belief in the culture of a company
• Resolving issues proactively rather than reactively, and creating an involvement that
constantly pushes employees to be their best
• Focusing on the more humane principles of leadership - gratitude, positivity, and
recognition
• Holding teams and individuals accountable
• Constantly recruiting talent (“building the bench”) rather than filling positions only
when they are empty
Jamail uses 5 coaching principles to illustrate the differences between“coaching”leadership vs.
“managing”leadership:
Section1:Books
http://www.nathanjamail.com/shop/
“Most companies have leaders who are managers in
management cultures. Most companies NEED leaders who are
coaches in coach-ing cultures. Great Leaders aren’t necessarily
great coaches, but great coaches are great leaders.”
—Nathan Jamail
5

7. Section1:Books
1. Make the team more important than any individual: Coaches believe in a
team culture and the need to be connected to that team constantly so everyone per-
forms better. Managers focus on individuals and then disconnect to let them“just do
their jobs.”
2. Don’t’avoid conflict, use it!: Coaches make use of conflict to move team mem-
bers up in the organization or out. Managers try to avoid conflict.
3. Act before a response is needed: Coaches get involved before action is needed
(to prevent problems from developing). Managers react, and get involved only when
they are needed (when there is a problem and often too late.)
4. Pay attention to top performers and focus on making more of them: Coaches
focus on top performers (those who deserve attention). Managers focus on poor per-
formers (those who need attention).
5. Mandate EVERYBODY to practice: Coaches are always practicing and scrim-
maging to make their teams better. Managers rarely ever practice.
Jamail writes like a great coach with an informal style that makes this book a pleasure to read. He
focuses on both human intellect and the heart. The ideas he presents inspire action. Any leader will
become a more effective coach by following the principles of The Leadership Playbook.
What others are saying about The Leadership Playbook:
Nathan’s passion and attitude are contagious! His ability to engage an audience and compel them to take
action is truly impressive. If you are considering investing in your people, Nathan will deliver the value and
execute beyond your expectations.
Joe Lohmeier
director, sales and business development, Cisco
I’ve read a number of books on this topic lately looking for something that has great examples and pres-
ents them in an accessible way, this was probably the best. While perhaps a little heavy on the sports
analogy (which shouldn’t be surprising given the title), the examples are useful and accessible. There are
principles I have already started putting in practice, and more that I am looking forward to implementing
soon.
Nicole Smith
goodreads.com reviewer
Sometimes when I read a book on business or leadership, I find myself impatiently thinking, “Would you
please get to something I can use?” Nathan Jamail gets … many “somethings” that all leaders can use,
and he does it from page one. This is a results driving book!
J. Calloway
amazon.com customer
6

8. Section 2:
The Interview

9. An Interview with Jeff Stutz
My good friend, Jack LaBaugh, has many connections across the United States, so when I asked him
to connect me with someone who could answer a few questions on the latest thinking and trends in
organizational leadership and culture, he immediately said,“I know just the guy. Jeff Stutz.”
I met Jack at his office on the morning of June 3, 2015 for a virtual meeting with Jeff over Adobe Connect.
Jack was right; Jeff was“just the guy.”Jeff was kind enough to visit with me for more than 30 minutes from
his office in Provo, Utah.
As founder of BuildPlanB.com, Jeff helps people build home businesses utilizing the power of
the Internet, social media and other tools. From 2003-2008 Jeff was the Vice President of Wellness
Development at Melaleuca: The Wellness Company. He was a regional director and a consultant at
FranklinCovey from 1992-2003.
I hope you will enjoy the following excerpts from my interview with Jeff. His personal and candid
comments are motivating, energizing and realistic enough for any aspiring leader to follow.
—Bridgette Jerome Patterson
Note: the original transcript has been edited for brevity and clarity.
A Father’s Influence on Leadership
My dad passed away just about 20 years ago, and he was actually a pretty significant impact on my life as
a successful businessman. What’s interesting when you are growing up is that your kids remember and
model what you do a lot more than what you say. I can’t say that I have any of these great, wonderful,
endearing quotes that my dad used to say, but he always took the opportunity to create teaching
moments for me in my life.
There are a couple of things that have always stood out with me about my Dad, and number one was
service and a service attitude towards people that he led. He always had kind of a servant-leadership
mindset, and he worked really, really hard. He wasn’t one of those dads that was always around to throw
the baseball and shoot baskets, even though we did do some of that … those are great memories. Mostly
it was teaching me how to work, and teaching me how to serve. He would get me out of bed to go weed
the yard or do the lawn, then he would talk afterwards about the feeling of accomplishment that I would
have, and he would identify those feelings inside me.
He would do the same things when he would pull me off on the service projects. You know, I hated
going. I never wanted to do those types of things. He’d say,“Wait to see how you feel when you are done,
because you know how you are going to feel.”
And I’d say,“I know.”
I was not a hard worker as a kid. I mean, I was not a studious student. If anything, I looked for the
Section2:TheInterview
The one thing you can never teach, but you can try to influence is
work ethic. ... I can take anyone’s individual, unique personality types
and strengths and help then become more of what they are and
become better at what they are doing.
—Jeff Stutz
8

10. escape and shortcut on everything. But then as I became an adult, and after he passed away … I started
to realize how really short life is, and we only have a few short years. He passed away when he was only 58
years old.
On Personality Temperaments and the Color Code Theories
The whole idea of personalities and temperaments is really powerful from a standpoint of understanding
people’s styles. A lot of people say,“Well, this person is a red,”or“that person is a blue,”and they kind
of use it as a labeling system. With the personality temperaments you get in a layer below. It’s about
how people learn, and how they are motivated. If you can understand outwardly … how they process
information, and how they make decisions, it gives you tremendous power as an influencer from a
leadership perspective. [With] that understanding is to say, okay, this person probably needs me to really
focus more on the facts; the data. This other type of person really needs to understand what [impact he
is] going to have on someone’s life. Another person needs to realize how it is going to benefit himself,
and create freedom and flexibility in his life. When it comes to training; when it comes to mentoring and
coaching others, understanding that we are a blend of all four core temperaments is key. It’s making sure
that we are looking at everything in the context of:
• How does it impact me intellectually?
• How does it impact me from maybe more of a fun aspect?
• How does it impact me from making a difference in my life and for the people that I love?
• How does impact me financially or intellectually?
As a leader of my own business I try to adapt to individual styles as needed, but overall I am doing things
to meet the needs of different personality types.
Personality Traits Sought in Business Relationships
The one thing you can never teach, but you can try to influence, is work ethic. Work ethic in someone
who is willing to do whatever it takes to be successful, or to be productive, is really the number one
characteristic that I look for. I can take anyone’s individual, unique personality types and strengths and
help them become more of what they are and become better at what they are doing. What I can never
do is flip the switch for that person, to say,“Go to work and sacrifice,”or“dig a little deeper and stretch a
little further.”Probablythenumberonething,incombinationworkethic,isastrongdesiretobecomea
better person.
The Influenes of FranklinCovey and Stephen Covey
[The FranklinCovey] foundation, for my entire career, has been the most impactful.
There are two things that really helped me walk away in understanding organizational behavior when
working at Covey. Number one, from“The 7 Habits,”is taking personal responsibility and learning how
to be a leader that thinks win-win, and thinks of collaboration and synergy: that the whole is greater
than the sum of the parts. All of that type of thinking was really key. Also important is including others in
leadership decisions. People don’t want to be told what to do; they want to be included in deciding what
to do.
The other thing that was a big, big, walk away for me in working there was understanding that behaviors
are very predictable based off of the systems that you create in a company. When you have certain
rewards systems, communication systems, training systems, each system creates predictability in
behavior. You can almost walk through it backwards. If you see people who are territorial and being
political, jockeying for positions and promotions and covering their own butt, you can predict the type
of systems that are going on inside the company, whether formally or informally. When you understand
the systems and the processes that drive behavior in the organization, it’s really fun to be able to basically
diagnose it very quickly. You just interview a few people, you hear what’s really going on behind the
scenes and under the scenes, and you can pretty much determine that there’s lot of broken pieces. Where
things are doing really well, you can predict what all the good pieces of the systems and processes are.
Organizational behavior is so stinkin’predictable, and if you want to change a company’s culture and
Section2:TheInterview
9

11. results it’s not that hard to do. It takes hard work, but it’s pretty simple in understanding systemically what
you have to do.
Probably the biggest thing that Stephen Covey has besides the“7 Habits”is the idea of principle-centered
leadership. We all have different centers that drive us. I could be money centered; I could be family
centered or financially centered.“Principle-centered”is just basically looking at the greater whole, having
proper balance, and not being reactive to so much outside influence. When things come at you, you just
kind of take them in stride and in perspective, always looking at the bigger picture of what you are trying
to do and create, without reacting to it.
The Influences of Melaleuca and Frank L. VanderSloot
Frank is one of the most brilliant builders of a company I have ever seen. He knows exactly what he
is doing and how he is doing it. There has been so much pressure on him over the years to do things
differently; to kind of crush to the pressure of so many voices saying he’s wrong. He has stayed so true to
his course, sometimes to a fault. But with that in mind, he has protected the company for future growth,
and its ability to grow year after year and decade after decade. He understands and knows exactly
what he wants to do and how he wants to do it. [He taught me that by] knowing what you want, and
thinking of something so long-term that you are willing to sacrifice some short-term wins, [you come to
understand] with absolute assurity [the value of] your long-term viability as an organization.
On Risk Taking
One thing that a lot of companies back in the 80’s missed was taking more risk when they saw the
marketplace shift. You have to reinvent yourself in today’s economy on a fairly regular basis; maybe it’s
every couple of years. Based off of real data and real evidence you adapt and you change and you shift to
reinvent yourself a little at a time to meet those demands.
I remember a Fortune magazine cover back in the 80’s, and the title of it was“Dinosaurs?”There were
three companies labeled as dinosaurs, [and Fortune] had them made into dinosaurs from parts of
those companies. So IBM was mainframe computers all put together in the form of a tyrannosaurus rex.
GM was put together with a bunch of cars in the form of a pterodactyl, or something like that. It was
basically talking about these three huge giants that had missed the mark with the shift in market trends.
When Apple came out with the personal computers, IBM was the leader in technology. IBM completely
missed the boat on personal computing; they got behind the game, and they lost a lot of market share
to personal computing. And then, GM. I mean, Honda just completely buried GM back in the 80’s. A lot
of companies can miss the boat by not adapting and not reinventing themselves quickly enough. They
eventually all did, but it took them a while.
Wrapping it up with the Best Books
I haven’t started reading yet but I just picked it up:“The Entrepreneur Roller Coaster”by Darren Hardy. Our
team just did a review of chapter one, which is moving from your reason, your why, and what motivates
you, to your desire to fight for what you want to accomplish. Kind of going along with what I was talking
about, people who are willing to fight for success, fight for what they want, and having that to be the
thing that wakes them up in the morning and gets them going.
Top 3 Books on Organizational Leadership and Culture:
1. “The 7 Habits of Highly Effective People”by Stephen Covey, number one. That is the core
of everything that I think about and do.
2. Another book that’s had a huge impact on me and my career and my life is Daniel
Goldman’s“Emotional Intelligence.”
3. “The Fifth Discipline”by Peter Senge on systems thinking.
These are the three most influential books in my life. (That kind of dates me a little bit back to the 90’s
probably.)
A special “thank you” to Jeff Stutz for his time, effort and willingness to be subjected to this interview for my benefit. My appreciation is also
extended to Jack LaBaugh for introducing me to the awesome Jeff Stutz, and for taking the time to counsel me on this project.
Section2:TheInterview
10

12. Section 3:
Web Articles

13. OMMYNONSECORE
Section3:WebArticles
FORTUNE: How to Build the Perfect Workplace
By Geoff Colvin - March 5, 2015
FORBES: Culture: Why It’s the Hottest Topic in
Business Today
By Josh Bersin - March 13, 2015
INC.: 4 Culture Hacks From One of the World’s
Most Successful Companies
By Will Yakowicz - June 12, 2015
The secret to attracting and holding onto the
world’s best talent isn’t about the perks—it’s about
relationships.
Direct link:
http://fortune.com/2015/03/05/perfect-workplace/
Last year Merriam Webster’s dictionary stated that
”culture” was the most popular word of the year. Well,
it has now become one of the most important words in
corporate boardrooms, and for good reason.
We have a retention crisis. New Deloitte research shows
that culture, engagement, and employee retention are
now the top talent challenges facing business leaders.
More than half business leaders rate this issue “urgent”
– up from only around 20% last year.
Direct link:
http://www.forbes.com/sites/joshbersin/2015/03/13/
culture-why-its-the-hottest-topic-in-business-today/
How Huawei, the privately held Chinese telecom
giant, built a culture of dedication, drive, and
ownership.
“One of Zhengfei’s first company slogans, De Cremer
writes, was a saying he pulled from his time in China’s
People’s Liberation Army. “We shall drink to our
heart’s content to celebrate our success, but if we
should fail let’s fight to our utmost until we all die.”
Zhengfei says that this mantra is the foundation of a mindset of drive and determination to succeed, which
Huawei needed to best competitors like Ericsson.”
Direct link:
http://www.inc.com/will-yakowicz/4-culture-hacks-from-one-of-worlds-most-successful-companies.html
12

14. Section 4:
TEDTalks

15. Section4:TEDTalks
Why it’s Time to Forget the Pecking Order
at Work
By Margaret Heffernan - Filmed May 2015 at TEDWomen
of what drives us to do our best work, and what it means to be a leader. Because as Heffernan points out:
“Companies don’t have ideas. Only people do.”
Direct link:
https://www.ted.com/talks/margaret_heffernan_why_it_s_time_to_forget_the_pecking_order_at_work#t-130647
How to Run a Company with (Almost) no Rules
By Ricardo Semler - Filmed October 2014 at TEDGlobal
Organizations are often run
according to “the superchicken
model,” where the value is
placed on star employees who
outperform others. And yet,
this isn’t what drives the most
high-achieving teams. Business
leader Margaret Heffernan
observes that it is social
cohesion — built every coffee
break, every time one team
member asks another for help
— that leads over time to great
results. It’s a radical rethink
What if your job didn’t control
your life? Brazilian CEO Ricardo
Semler practices a radical
form of corporate democracy,
rethinking everything from
board meetings to how workers
report their vacation days (they
don’t have to).
It’s a vision that rewards the wisdom of workers, promotes work-life balance — and leads to some deep
insight on what work, and life, is really all about. Bonus question: What if schools were like this too?
Direct link:
https://www.ted.com/talks/ricardo_semler_radical_wisdom_for_a_company_a_school_a_life#t-107961
13

16. Bridgette Jerome Patterson
bridgettepatterson@gmail.com