Alan Lewis - Leading Through Turbulence: How a Values-Based Culture Can Build Profits and Make the World a Better Place

Copyright 2012 by Alan Lewis and Harriet Lewis. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher.

ISBN: 978-0-07-177709-4
MHID: 0-07-177709-1

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To our children, Edward and Charlotte, with love

CHAPTER 1
Developing Building Blocks for Success

CHAPTER 2
Achieving Success by Adhering to Mission, Vision, and Values

CHAPTER 3
Leadership from Anywhere (and Everywhere)

CHAPTER 4
Doing Well by Doing Good: Integrating Philanthropy with Business Strategy

CHAPTER 5
Delivering Unsurpassed Value

CHAPTER 6
Measuring for Excellence (Again and Again)

CHAPTER 7
Fostering Customer Loyalty and Building Community

CHAPTER 8
Creating Marketing Strategies to Leverage Extreme Competitive Advantages

CHAPTER 9
Thriving in Change

CHAPTER 10
Managing Crises: Moments of Truth

APPENDIX A
Where We Give Back, 2011

APPENDIX B
Recognition of Our Commitment to Give Back

APPENDIX C
Sample Customer Survey

In 1985, Grand Circle Travel was a small travel company with $27 million in sales that was losing $2 million a year. Then entrepreneurs Alan and Harriet Lewis acquired it. Today Grand Circle is one of the largest and most successful tour operators in the world with $500 million in annual sales, more than 115,000 travelers each year, three travel brands, and a worldwide organization that is headquartered in Boston with 34 overseas offices and 2,200 people supporting it from 60 countries. Grand Circles charitable foundation has donated or pledged $91 million to more than 300 educational, humanitarian, and cultural causes around the world, including 100 schools in 60 communities in 30 countries.

Few companies in this business have managed to grow to this scale in the volatile environment of international travel. Grand Circles secret? Over the years, the company has created an adaptive leadership model that has helped it to not only survive but even thrive in a hostile, constantly changing environment. This unconventional model might prove very effective for other organizations trying to grow in or adapt to unpredictable times.

In an unpredictable world, why is a different model needed from the traditional model taught in business schools?

How can I build an organization that can adapt and thrive in change and crisis?

How can a systematic focus on corporate culture and values create an organization that retains exceptional talent and has the flexibility to adapt to any situation?

How does an investment in leadership at all levels of an organization pay off?

How can strategic corporate philanthropy help a company do well by doing good?

In this book, Alan and Harriet Lewis share the story of Grand Circle and of how they realized their dream of creating a very different kind of company. In doing so, they share key lessons theyve learned along the way, from the risks theyve taken, to the mistakes theyve made, to the challenges theyve overcome, as they built one of the most innovative and adaptive organizations in the world today.

Leonard A. Schlesinger
President, Babson College

Do not go where the path may lead. Go instead where
there is no path and leave a trail.

RALPH WALDO EMERSON

Alan: In 1985, Grand Circle Travel (GCT) was a small travel company with $27 million in sales and it was losing $2 million a year.

Twenty-six years later, Grand Circle is one of the largest and most successful international tour operators in the world. More than 115,000 people travel with us every year; thats more than 2 million people over the past quarter century. More than 2,200 people make up our teamworking in our Boston headquarters, in one of our 34 offices overseas, or in one of some 60 countries where we operate our trips.

We have three travel brands now: Grand Circle Travel, Overseas Adventure Travel (OAT), and Grand Circle Cruise Line, a fleet of more than 50 small ships that we own and operate to serve our Grand Circle Travel and Overseas Adventure Travel brands. Were highly profitable, with annual sales of more than $500 million. And were philanthropic, having donated or pledged more than $91 million to more than 300 educational, humanitarian, and cultural organizations worldwide through our charitable foundation, including 100 schools in 60 communities in 30 countries.