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The Five Keys to Accountability
“Simplicity is the ultimate sophistication” Leonardo da Vinci
Ideas in Business = Strategy
Action = Execution
Business Success = Strategy x Execution
(T + C + ECF) x DE = Success
TalentTeam
CultureClarityProcess
TalentDevelop and display competence.
Follow through on commitments.
Deliver required results.
Ensure your actions are consistent with your word.
Stand behind the team and its people.
Be enjoyable to work with.
Be passionate about your work and those you serve.
Communicate and keep everyone informed.
Help the other members of the team.
Help members of other teams.
Share ideas, information and credit.
Hold yourself 100% accountable.
1. Lack of TRUST2. Lack of Candor3. Lack of Commitment4. Lack of Accountability5. Lack of RESULTS
1 - 10
Competence
RespectDistrust
Affection TRUST
HIGH
LOWLOW HIGH
Concern
3
“I am good at what I do… and I do it because I
care about you.”
DMCCMD
irection – vivid, clear, inspiring --- shared
easurements – specific, observable, focused
ompetence – very good at what they do
ommunication – open, honest, courageous
utual Accountability – all team members
iscipline – do this every day
Team1 - 10
Culture
Positive Culture
Fun
Family
Friends
Fair
FreedomPride
Praise
Meaning
Results
5
1 - 10
Business Side• Integrity• Innovation• Accountability• Execution• Urgency• Customer Focus• Ownership Mentality
1 - 10
Clarity• Communicate clearly and relentlessly.• Set agreed-upon and highly specific metrics.• Focus on results – not personalities.• Force collaboration – teamwork is mandatory
not optional.• Question all activities that don’t contribute to
the company’s overall strategic goals.• Make sure that everyone in the organization –
from top to bottom – focuses on accountability.
1 - 10
• Solid strategy is essential to business success.
• However, good strategic principles mean nothing if you don’t implement them.
• Thorough preparation is essential to execution.
• Simplicity is the foundation of execution. Thus you should focus your business on a few simple ideas.
• Align all activity with your core business goals. Eliminate everything else.
• People drive execution. Hire, train, retain and motivate the best.
• The business landscape is always changing, so to succeed you must be flexible.
• Craft a simple message, and make sure everyone in the organization gets it – but also listen to everyone, so you know what’s going on.
• Being good isn’t enough. Build “towering strengths.”
Sun Tzu on Business Execution
10 – 15%
What Inhibits Execution?National Survey of 14,000 Senior Executives
4. Inability to work together (21%)
3. Company culture (23%)
2. Economic climate (29%)
1. Holding onto the past / unwillingness to CHANGE (35%)
In other words…• In order to succeed you need a
high-performance team that is extremely customer focused and embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.
Vision+
Values
Strategy
Commitment
Alignment
Systems Communication
Support
Adjust /Innovate
Reward /Punish
Where are we going + how will we behave on the way?
FocusDifferentiation“No”
Stakeholders + guiding collation
Vision + ValuesStrategyPlansGoals / ObjectivesTactics / Actions
Procedures / ProtocolsRepeatable ProcessClear / consistent / relentless
Training +time / money /
supplies / people
Measure / TrackCommunicate
Transparency Renewal
Praise + Celebration and
Eliminate Mediocrity
9 Steps forEnsuring
Effective Execution
Process1 - 10
Obstacles to Execution
1. There is a real void of clear, direct and understandable communication. This results in people doing what they want to do, not what they need to do and breeds a climate of not caring about the customers/clients or their colleagues.
2. Dysfunctional behavior is accepted or ignored and worse yet, colleagues, management reward it.
3. There is no definition of what is acceptable and what is unacceptable.
4. Management do not promote and confirm that accountability is a key principle within their company.
5. Good people may leave because of frustration that their employees are ignoring the issue and is not proactive in seeking and implementing a solution to change the environment.
Accountability • 100% Clarity
• Agreement
• Tracking
• Coaching
• Reward / Punishment
Clear Direction
No
Yes
Explain the Task
Agreement
Gain Agreement
Skills
Yes
No
Training
Resources
Yes
No
Get them theResources
Authority
Yes
No
Empower Them
Motivated
Yes
No
Coach Them
PerformanceImprovement
Yes
No
Clarity
1 - 10
The Four Pieces of Paper…
Agreement
Drone Scapegoat
OwnershipMentality
LooseCannon
HIGH
LOW
LOW HIGH
Auth
ority
Accountability
Empowerment
1 - 10
Keep a Compelling Scoreboard• It has to be simple• It has to be visible to the team• The has to show all key metrics• it has to tell you immediately if
you are winning or losing!!
Tracking
1 - 10
MPS Margin Per Sale
Talent
Customer Service
Customer Retention
Create a “Dashboard” of all key measures
Coaching
Situational Leadership
Teacher Coach
Director Cheerleader
FLEX
LOW
LOW
HIGH
HIGH
Moti
vatio
n
Skill
10 year study of 160 top companies
40 distinct industries
200 management practices
Winners, climbers, tumblers, losers
Winners had an average Total Return to Shareholders of 945%...
The Losers only averaged a TRS of 62%
From: What (really) Works by Joyce, Nohria, Roberson
The Four Primary Practices:1. A sharply focused, clearly communicated and well-
understood strategy for growth.2. Flawless operational execution that consistently
delivers the value proposition.3. A performance-oriented culture that does not
tolerate mediocrity.4. A fast, flexible, flat organization that reduces
bureaucracy and simplifies work.
The Secondary Management Practices:
• Talent = find and keep the best people.• Key leaders show commitment and
enthusiasm for the business.• Embrace strategic innovation.• Master the power of partnerships.
Score yourself on the 1–10 scale for all eight practices
Lessons from seven top CEOs• Have an outside-in perspective.• Be deeply passionate about your job.• Understand the importance of culture.• Create or adapt next generation products,
processes and solutions.• Implement the best ideas regardless of
origin.
From: What the Best CEOs Know by Krames
Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B
1-10
Workshop• What are the top THREE things you must do
right away to dramatically increase the level of disciplined execution and accountability in your organization?
FDA
Where are three areas / strategies that you need to
focus that accountability on?
If you have any questions at all please do not hesitate to send a note or call. My email address is: [email protected]
My twitter address is: @awesomelysimple
Please connect with me on LinkedInAlso, you might find value in the ideas I share in my blog. You can sign up for it at:
www.blog.johnspence.com
Lastly, these slides have already been uploaded to:
www.slideshare.net/johnspence
Thank You