- 1.Achieving Business Excellence Understanding The Pattern of
2. This is a very special workshop I have a ton to cover and I
will go pretty fast. 80% is in the book. Please take notes and ask
questions. I am happy to answer any of your questions, offer advice
and recommend books at any time. Work very hard take this
seriously. The slides are already posted at:
www.SlideShare.net/johnspence 3. Most people are so busy working IN
their business thatthey do not take any time to work ON their
business. 4. What does this mean to me? How can I use this idea?
What can I do right away? 5. Reality Check Knowing Doing 1 -10 6. 1
The Four Ps 7. (T + C + ECF) x DE = Success 1 8. The Four Is
Ignorance Inflexibility Indifference Inconsistency Page 1 9. How to
avoid the Four Is 1-10 Aggressive external market focus. Aggressive
customer focus. Keep the Main Things the main things. Bullish on
knowledge sharing and learning. Teamwork is mandatory not optional.
Passion and commitment at all levels. Foster a healthy paranoia.
Revel in change. 1 10. The willingness even enthusiasm to change
EVERYTHING combined with the wisdom to understand what must NEVER
be changed. 11. The Key To Success in the New Normal Nimbleosity
Nimbo-licious 12. To get the most from our session together It is
absolutely critical that you be brutally honest with yourself
today. 2 So let's get started with a little self-test 13. High
Potential / High Performance Abbott, GE, Merrill Lynch, Microsoft,
IBM, Apple, State Farm, Mayo Clinic 14. 1,300,000 interviews: Basic
4 + 1 Wow No Surprises Celebrate 4 15. What does it take to be a
valued member of a team? Develop 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. 16. D M C C M D 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 5 17.
10 Key Team Competencies: 1. Setting clear, specific and measurable
goals. 2. Making assignments extremely clear and ensuring required
competence. 3. Establishing accountability for high performance
across the entire team. 4. Running effective team meetings. 5.
Building strong levels of trust. 6. Establishing open, honest and
frank communications. 7. Managing conflict effectively. 8. Creating
mutual respect and collaboration. 9. Encouraging risk-taking and
innovation. 10. Engaging in ongoing team building activities. 1 -
10 6 5 18. The level of highly satisfied and engaged EMPLOYEES in
your business. The number one factor in increasing the level of
highly satisfied and engaged CUSTOMERS in your business is 19. What
do engaged employees look like? 1. They give more discretionary
effort. 2. They consistently exceed expectations. 3. They take more
responsibility and initiative. 4. They receive better customer
service ratings. 5. They offer more ideas for improvement. 6. They
promote and model teamwork. 7. They volunteer more for extra
assignments. 8. They anticipate and adapt better to change. 9. They
persist at difficult work over time. 10. They speak well of the
organization. 1 - 10 11 6 20. TEN ELEMENTS OF A WINNING CULTURE 1.
People enjoy the work they do and the people they work with 2.
People take pride in the work they do and the company they work for
3. There are high levels of engagement, connection, camaraderie and
a community of caring 4. There is a culture of fairness, respect,
trust, inclusiveness and teamwork 5. The leaders walk the talk,
live the values and communicate a clear vision and strategy for
growth 6. Lots of open, honest, robust and transparent
communication across the entire organization 7. The company invests
back in employees; there is a commitment to learning, coaching and
development 8. There is a bias for action, employees have an
ownership mentality and always strive to give their personal best
9. There is high accountability and a strong focus on delivering
the desired results 10. There is ample recognition and rewards and
mediocrity is not tolerated 6 21. Extreme Customer Focus 22. Web of
Value: VOC + MOT + WOM 10 23. Extreme Customer Focus VOC 10 24.
Moments Of Truth Page 8 10 25. VOC + MOT Workshop: Page 10 26.
78.9% 23.4% 27. 43% - 74% of purchasing decisions = WOM/T 28. You
MUST have a WOM Referral System Identify Ideal Customer Refer Ideal
Customer 29. WOM workshop page 11 30. The Evergreen Project 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 31. 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. From: What (really) Works
by Joyce, Nohria, Roberson 12 32. 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. From: What (really)
Works by Joyce, Nohria, Roberson Score yourself on the 110 scale
for all eight practices on page 12 33. Key Drivers of Business
Success Financial Performance Quality P&S & Customer
Relationship Employee Satisfaction Empowerment High Standards
Long-term Orientation Enthusiasm, Commitment, Respect Training
& Development Fair Compensation CR=104.12 CR= .404 CR=.334
CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.285 CR=.371 CR=.365
CR=.191 CR=.247 13 Workshop Page 14 Tolerate Nothing Less From:
Practice What You Preach by Maister Global study: 16 countries 29
companies 139 offices 5,589 respondents 34. What Inhibits
Execution? National Survey of 4,000 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%) 35.
In other words In order to succeed you need a high-performance team
that embraces a strong culture of disciplined execution and
accountability while being nimble, agile and adaptable to changes
in the marketplace. 36. Disciplined Execution Clear Vision Detailed
Strategy Guiding Coalition Alignment Systems Communication Support
Adjust Reward / Punish 15 1 - 10 37. 1. 100% Clarity + Authority 2.
100% Agreement 3. Track & Post 4. Coach & Train 5. Reward
or Punish NITB 38. Page 16 39. Individual Workshop Go back and look
at all of your audits. Where were your low scores, where were your
high scores what is the pattern? Look over your notes what were the
key themes? What are the most important ideas? Answers all the
questions on pages 17 19. Put in as much detail as possible. Be
very honest with yourself. Think in terms of Actions and Outcomes.
40. 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 LinkedIn
*** Also, 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