CHAPTER 4An Intentional Framework

Is anyone else freaking out right now? I’m kind of freaking out.1


After the last few chapters, it should be abundantly clear that if you want a transformational Employee Experience (EX) that will improve your organization, begin by defining, managing, and aligning expectations. Indeed, everything you write, say, or do from a position of leadership—whether you’re an owner, an HR director, a principal, or a team supervisor—impacts employee expectations and the EX. Be mindful of the words you use and the face you show the world. People are paying attention, even if you think they’re not.

Gravity Payments CEO Dan Price learned this the hard way. He admits that he wasn’t terribly mindful of EX back in late 2011 when an employee took him aside and angrily accused Price of refusing to pay him enough to “lead a decent life.” The recrimination sent Price into a tailspin of guilt and soul-searching. He began handing out 20 percent raises, and finally, in April of 2015, he made an Earth-shattering announcement: Gravity Payments would begin phasing in a $70,000 minimum wage over the next three years. Price would cut his own salary from $1.1 million to $70,000 to help pay for it.

The business press went ballistic. Price appeared on the cover of Inc. with the headline “Is This the Best Boss in America?” Rush Limbaugh called his action “pure, unadulterated socialism.” ...

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