We measure our success by the value we provide to customers
Our responsibility is to provide consistently excellent and value added services and a positive customer experience while minimizing costs. We recognize that the opportunity to serve customers is a privilege which must continuously be earned.
We focus our work on customer needs
The question, “What is best for the customer?” is the driver for all of our actions and decisions. Whether we are serving the customer in front of us or colleagues throughout our organization, our focus is on providing highly effective, efficient and customer friendly experiences.
We value customer contact above all other activities
The most important roles in our organization are those of the “frontline” staff—those who provide services directly to customers and their teams and support staff. We consider all other roles as being in support of the frontline.
Our organization is built on a foundation of respect. We strive to provide services to customers with courtesy and genuine concern. We value each individual in our organization, regardless of role or seniority.We listen to each other, seek to understand each other, and treat each other with respect.We also respect the expertise of our partners across the University and outside of Stanford, challenge them to improve, and expect them to challenge us in turn.
We focus on individual growth and development
We believe that continuous growth and development are fundamental to the human experience. We also believe that work gives meaning to people’s lives—especially the type of work we do. Therefore, we highly value personal growth and development and weave it into the daily work.
We improve ourselves and each other by improving our work
The primary way we grow and develop is by striving to do our work well and continuously improving how well we do our work. Each individual is empowered to propose improvements to unit/team processes and to make improvements in their own processes, as long as the focus is to increase value provided to customers, using accepted improvement methods and remaining true to compliance requirements.
We work together collaboratively
Safe and effective service depends on teamwork and collaboration. We work constructively to establish shared aims and then to achieve those aims. We share information, teach and learn from each other, and constructively challenge each other’s ideas to make them better. We shun rivalries, silos, power struggles, and other destructive behaviors and attitudes.
We practice humility
Improvement depends on discovering and improving our deficiencies. We actively seek feedback on our performance, quickly and freely admit to our mistakes, and work to improve accordingly. We avoid blame, but instead give each other the benefit of the doubt. We focus on improving our own deficiencies and not on pointing out the deficiencies of others.
We do not simply assume that our performance is consistently excellent. We measure and monitor our performance and use data to drive our decisions.
We go and see to understand the situation
We respect the frontline staff by frequently going to the place the work is done to thoroughly understand what is actually happening. We learn by observing, asking questions, and revising our perceptions and opinions based on what we find.
We embrace the power of standards
Achieving consistently excellent outcomes requires consistency in how we do our work. We continuously seek to establish consensus on the best way to do our work and then adhere to what we have agreed upon. We recognize that standard work represents best known practice at the current time and is constantly subject to change.
We practice the science of improvement
Like scientific research, improvement works best when based on a systematic approach. Together we work to learn, develop, and practice a common improvement methodology, with core elements of establishing shared aims, iteratively testing and refining changes, and ensuring that improvements are sustained. We use the best available knowledge to guide our improvements. We also recognize that change is hard, so we strive to master the science of effectively managing change.
The leaders’ primary role is to help the people they support be successful
It is the responsibility of the frontline staff to do their best to do great work; it is the leaders’ responsibility to make it as easy as possible for the frontline staff to do great work. Leaders should provide the tools for their teams to be successful and help overcome barriers as they arise. Leaders are expected to be teachers and coaches, frequently interacting with those whom they support.
We work together to achieve aligned goals
We are a large, complex organization. To be able to achieve our shared goal of consistently excellent and service and a positive customer experience while minimizing costs, we must continuously seek to be aligned. Leaders help define and focus the priorities of the organization, which guide the development of local goals, which in turn guide everyone’s daily activities and improvement efforts.
We are all engaged and accountable
We do not outsource quality to the quality department. Everyone at every level actively contributes to our performance as an organization; we hold ourselves and each other accountable accordingly. When we fall short, we address it by candidly assessing the situation, setting expectations, developing a plan to improve, and following up on those plans. Leaders are responsible for leading this process, but we all actively participate in it. Leaders also safeguard the organizational culture, ensuring that our principles and values are upheld, which the leaders reinforce by example.