Business Management Fundamentals as they impact on the Manager of an Executive’s Office

15 September 2015

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A Compass For Culture

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• Why build a Culture System?• Communication Style• Risk Appetite• Leadership Style• Natural Pace• Cultural Due Diligence

Agenda

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• Vision Map: 20 contextual cultural choices to balance the commercial vision

• Values Map: Defined and linked to activities so they can be managed

• Behaviours Map: Enabling your people to navigate change along the journey

3 Elements to a Culture System

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Compass by Shirlaws

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• Sell Software to Professional Services Firms across South-East Queensland

• 3 core products: Payroll, Document Management, Training Platforms

• Leadership Team of 8 • CEO owns 100%• ~$6 million in annual

revenue

Introducing Case Study #1“Alpha”

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• Social Media Consultancy specialising in Professional Services Firms

• Delivery teams in Brisbane, Sydney, and Auckland• Leadership Team of 6 • CEO & CFO owns 40%

each. Team has 20%.• ~$9 million revenue

Introducing Case Study #2“Zed Not Zee”

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• How your personal communication style relates to others, enabling you to communicate more effectively with your team & everyone you meet.

CommunicationThink Feel Know

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• CEO is 47% Know 29% Feel 24% Think

• Rest of the Team are mostly Think Feel or Feel Think• How will this impact behaviourally?

Think Feel Knowwithin Alpha

FTK TFK TKF FKT KTF KFTVERYSLOW

VERYFAST

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Think Feel Knowwithin ZedNotZee• CEO is again the only Knower 38% 32% 30%

• Rest of the team all have Know as their secondary• Differences in communication here?

FTK TFK TKF FKT KTF KFTVERYSLOW

VERYFAST

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• Enables you and your team to make faster, more aligned strategic choices

Risk

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Riskwithin Alpha

• Andy 5.5 Dave 6.2 CEO 8.2• Billy 5.8 Emma 6.8• Caren 6.0 Frank 7.5

• Observations?• BUT…

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Riskwithin Alpha

• Observations?• Impact?• Remember, he is also the only Knower.

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Riskwithin ZedNotZee

CFO 4.0 Alice 5.8 Craig 7.0 CEO 9.5Bob 6.0 Doug 7.7

• Remember CEO and CFOeach own 40%

• Picture a Board debateabout investing $500Kinto the business…

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• How your leadership aptitudes support your current role, where you fit within your team and organisation, and how you could develop your future role.

ENTREPRENEUR community 5 years Vision / Why

LEADER individuals 1 year Strategy / What

MANAGER business 3 months Impl. / How

LeadershipELM

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LeadershipELM

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Leadershipwithin Alpha

CEO

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Leadershipwithin ZedNotZee

CEO

CFO

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• Identifies your most productive pace of living and working, allowing you to improve your overall sustainability and performance.

• Fast and Slow (Managers and Makers)

Body Brain BeliefsNatural Fitness Work Mindset

Nutrition Leisure Filters

PaceFast / Slow

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• What are the likely workflow, team meeting processes like?

• How will this spread impact behaviourally?

Fast / Slowwithin Alpha

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• How will this spread impact behaviourally?• One more piece of information…

Fast / Slowwithin ZedNotZee

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Mergers and Acquisitions“Cultural Due Diligence”

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• It makes excellent commercial sense

Cultural Due DiligenceAlpha & ZedNotZee Merge

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• How will the CEOs merge?

100% Owner 40% Owner‘Pure’ Know Balanced KFTRisk 8.2 Risk 9.5‘Pure’ Entrepreneur Manager Ent.55% Fast 72% Fast

Cultural Due DiligenceAlpha & ZedNotZee Merge

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• But have they planned for the Culture?

CEO makes key decisions Balanced BoardHasty but balanced Risk Frustration Released?Managerial, no Culture Long-term, Cultural

Other factors as well: Stages, Black Holes, IEC – plus alignment of Vision and Values Maps

Cultural Due DiligenceAlpha & ZedNotZee Merge

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It Pays to have a System

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What is the Behaviour Map for your team?

www.shirlawscompass.com

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Functionality

InfrastructureSupport

Strategic Activities

Revenue Activities

AccountingHRAdminLegal etc.

Positioning

Distribution

New Product etc.

Sales

Marketing

Factory etc.

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7-9 October 2015Register online

www.shirlawsgroup.com/jump

See you at Creating Your Jump: Executing your plans

Tim DwyerTelephone: 0438 883 711 Email: tim.dwyer@shirlawsgroup.comWeb: www.shirlawsgroup.com

Thank youfor your time