The company produces a new Culture Book every year. For Hsieh it epitomizes the evolution of the company's brand over its short existence. "We wanted to be as transparent as possible, so we decided that none of the entries would be censored or edited, except for typos. Every edition of our culture book includes both the good and the bad so that people reading the book can get a real sense of what our culture is like. With each edition, it would also be a way of documenting how our culture was evolving over time."
The idea of a culture book isn't unique; it is Zappos' treatment of transparency and accountability as a priority that makes this worth noting. Most companies conduct some form of employee survey to gauge problem points and get feedback on what's working. However, publishing it without censorship in a publicly available document is what makes Hsieh's approach sustainable.
Even if it isn't popular in every C-suite.
As a manager, how open are you to engaging your team in positive criticism? With new generations stepping into the workforce every year, ideas are bound to constantly evolve, but are management styles redefining and realigning accordingly? Whether you call it corporate responsibility, sustainability, or something else entirely, it doesn’t need highly designed websites and ad campaigns to work. It can start small: like spearheading a collaborative and transparent workplace culture. But it has to start from the top.
Hsieh puts it succinctly, "Even today, our belief is that our Brand, our Culture, and our Pipeline are the only competitive advantages that we will have in the long run. Everything else can and will eventually be copied."
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Aman Singh is the Corporate Responsibility Editor at Vault.com. She is a New York University alum and previously wrote for The Wall Street Journal. Her area of work includes corporate diversity practices and sustainability, and how they translate into recruitment and strategic development at Fortune 1000 companies. Connect with her on Twitter
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