! Principles Of A World Class Organization Nautopdf1 101407

Principles of A World Class Organization A Presentation To A Presentation To The American Society The American Society for Training and Development for Training and Development Treasure Valley Chapter Treasure Valley Chapter Boise, ID Boise, ID By By Lawrence J. Carson II Lawrence J. Carson II Click To Continue

Principles of A World Class Organization Potential Problems Within Your Organization Click To Continue

Statistical Findings Survey Reference Mar-18-2004 AccountingWEB.com Franklin Covey, which has surveyed more than 2.5 million people about productivity and effectiveness issues, last week released the findings of its latest Execution Quotient study of U.S. workers. Click To Continue

Less Than Half of Workers Are Committed to Their Organization’s Goals Organization’s Clarity: Only 44% of workers say their organization has clearly communicated its most important goals Only 54% of workers say they clearly understand what they are supposed to do to help achieve their organization's goals Click To Continue

Less Than Half of Workers Are Committed to Their Organization’s Goals Organization’s Commitment: Only 22% of workers are enthusiastic about the goals they set with their work teams Only 39% of workers say they are highly energized and committed to the direction of their work team Only 41% of workers say their job taps into the best of their talents and passion. Click To Continue

Less Than Half of Workers Are Committed to Their Organization’s Goals Organization’s Translation Into Action Only 48% of workers say the goals of their work team are translated into their individual work goals Only 32% of workers say they take time each week to identify and schedule the activities around their work team's most important goals Only 38% of workers say their work team planning results in clear assignments for individuals Click To Continue

Less Than Half of Workers Are Committed to Their Organization’s Goals Organization’s Enabling: Only 38% of workers say that their work team systems and processes are aligned to help the team achieve its goals. Only 15% of workers say their upper management actively supports the goals of their work team. Click To Continue

Less Than Half of Workers Are Committed to Their Organization’s Goals Organization’s Most Significant Barriers Overwhelming workload (e.g., too much to do, can't get to all my key priorities) (31%) Unclear or shifting work priorities (e.g., other people's urgencies and emergencies, conflicting demands, surprise projects) (27%) Political issues (e.g., turf battles, rivalries, favoritism, personality clashes) (26%) Lack of recognition or reward (e.g., credit not shared, unfair pay, rewards not tied to performance) (26%) Click To Continue

Principles of A World Class Organization On Reverse Engineering A World Class Culture Into Your Organization Click To Continue

Principles of A World Class Organization Introduction The Purpose of this Power Point Presentation I) Inform the reader on exactly how to begin to improve the purpose, commitment, energy and quality of life at their work place. II) Inform stakeholders – be they citizens of governmental institutions, co-workers, or stockholders of publicly traded companies that they now have the power to address, nurture and inspire meaningful change within our growing global meaningful change within our growing global institutions. This Presentation Takes at Least 11 Minuets Click To Continue

Principles of A World Class Organization Leadership’s Leadership’s Insight Relevant Issues As An Organization, How Can We ... I) Reduce Our Marketing, Operations & Administrative Risks, Frustrations, & Barriers To Success ? II) See, Understand & Proactively Respond What’s Coming ? III) Continually Improve Our Bottom Line ? IV) Become ... Who We Want To Be? Click To Continue

Leadership’s Leadership’s Insight Principles That Drive Success Drivers Drivers Barriers Barriers 1. Employee Satisfaction 1. Employee Satisfaction 2. Customer Service & Loyalty 2. Customer Service & Loyalty What Drives and Limits .. “Employee Satisfaction” 3. Profitability 3. Profitability ? 4. Size 4. Size 5. Economy of Scale 5. Economy of Scale 6. Market Value 6. Market Value Click To Continue

Leadership’s Leadership’s Insight Principles That Drive Success Drivers Drivers Barriers Barriers 1. Employee Satisfaction 1. Employee Satisfaction Employing Six Sigma To Employing Six Sigma To 2. Customer Service & Loyalty 2. Customer Service & Loyalty What Drives and Limits .. Identify, Benchmark & Manage “Employee Manage Identify, Benchmark & Satisfaction” 3. Profitability 3. Profitability ? 4. Size 4. Size 5. Economy of ScaleDrivers The & The Barriers 5. Economy The Drivers & The Barriers of Scale To Your Success To Your Success 6. Market Value 6. Market Value Click To Continue

Principles of A World Class Organization Emotional Intelligence Benefits of Emotional Intelligence Emotional Intelligence Click To Continue

Principles of A World Class Organization The Big Picture Cause – Effect ... Drivers & Barriers WORLD CLASS WORLD CLASS PERFORMANCE PERFORMANCE ••Profits Profits •• Cash Flow Cash Flow Corporate Corporate ES IV •• Quality Work Life Quality Work Life Culture Culture DR EI EI Competencies ES Competencies IV DR Emotional Emotional Intelligence Intelligence To Improve Your ... Define, Measure & Manage Your Key Performance Drivers Click To Continue

Principles of A World Class Organization The Big Picture WORLD CLASS WORLD CLASS ORGANIZATION ORGANIZATION Key Performance Drivers EI EI Corporate Corporate Competencies Competencies Culture Culture Emotional Emotional Intelligence Intelligence PERSONAL COMPETENCIES STATISTICAL GROUPS PERSONAL COMPETENCIES STATISTICAL GROUPS Self-Awareness Skills 1. Quality & Client Relations Self-Awareness Skills 1. Quality & Client Relations Self-Regulation/Management 2. Employee Satisfaction Self-Regulation/Management 2. Employee Satisfaction Self-Motivation Skills 3. High Standards Self-Motivation Skills 3. High Standards 4. Coaching 4. Coaching SOCIAL COMPETENCIES 5. Training & Development SOCIAL COMPETENCIES 5. Training & Development Social Awareness Skills 6. Commitment, Enthusiasm & Respect Social Awareness Skills 6. Commitment, Enthusiasm & Respect Social Motivation Skills 7. Empowerment & Autonomy Social Motivation Skills 7. Empowerment & Autonomy 8. Fair Compensation 8. Fair Compensation 9. Long-Term Orientation 9. Long-Term Orientation Click To Continue

Principles of World Class Organization The Big Picture EI EI Emotional Intelligence “Leadership Benefits” “Leadership Benefits” BENEFITS OF “EI” . .. .. . LEADERSHIP IMPACT: BENEFITS OF “EI” LEADERSHIP IMPACT: Research by the Center for Creative Leadership has found that the primary causes of derailment in Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. executives involve deficits in emotional competence. For 515 senior executives in Latin America, Germany, and Japan, emotional intelligence was aabetter For 515 senior executives in Latin America, Germany, and Japan, emotional intelligence was better predictor of success than either relevant previous experience or high IQ. predictor of success than either relevant previous experience or high IQ. Competency research in over 200 companies and organizations worldwide suggests that about two-thirds Competency research in over 200 companies and organizations worldwide suggests that about two-thirds ((67%) of productivity differences was attributable to emotional competence while only one-third (33%) 67%) of productivity differences was attributable to emotional competence while only one-third (33%) is due to technical skill. is due to technical skill. An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average. competencies distinguished stars from the average. Partners in aamultinational consulting firm who scored above the median on 99or more of the 20 competencies Partners in multinational consulting firm who scored above the median on or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners ––aa139 percent incremental gain. delivered $1.2 million more profit from their accounts than did other partners 139 percent incremental gain. In aalarge beverage firm, division presidents with strong EI skills outperformed their performance targets by In large beverage firm, division presidents with strong EI skills outperformed their performance targets by 15 --20%, they had aa46% less turnover and 87% ranked in the top third in performance. 15 20%, they had 46% less turnover and 87% ranked in the top third in performance. Click To Continue

Principles of World Class Organization EI EI The Big Picture Emotional Intelligence “Management Benefits” “Management Benefits” Management Impact: BENEFITS OF “EI” . . . . Management Impact: BENEFITS OF “EI” Mangers at American Express that underwent EI training had departments that grew business Mangers at American Express that underwent EI training had departments that grew business by 18.1% compared to 16.2% for those whose “Managers” were untrained. by 18.1% compared to 16.2% for those whose “Managers” were untrained. After receiving EI training, manufacturing supervisors reduced lost-time accidents by 50%, After receiving EI training, manufacturing supervisors reduced lost-time accidents by 50%, reduced employee grievances by 12%, and increased productivity by 17% reduced employee grievances by 12%, and increased productivity by 17% The US Air Force found that by using EI selection criteria they increased their predictive ability The US Air Force found that by using EI selection criteria they increased their predictive ability to select successful recruiters by nearly three-fold or 300%. to select successful recruiters by nearly three-fold or 300%. Click To Continue

Principles of A World Class Organization EI EI The Big Picture Emotional Intelligence “Employee Benefits” “Employee Benefits” Benefits of “EI” ... EMPLOYEE INPACT: Benefits of “EI” ... EMPLOYEE INPACT: Sales agents at L’Oreal selected on the basis of EI sold $91,370 more than their counterparts for a Sales agents at L’Oreal selected on the basis of EI sold $91,370 more than their counterparts for a net revenue increase of $2,558,360 and experienced 63% less employee turnover. net revenue increase of $2,558,360 and experienced 63% less employee turnover. In a national insurance company, insurance sales agents that were EI competent sold policies worth In a national insurance company, insurance sales agents that were EI competent sold policies worth $114,000 or $60,000 more than their counterparts. $114,000 or $60,000 more than their counterparts. Learned optimism – one of the EI’s competencies – was found to be a driving determinant among Learned optimism – one of the EI’s competencies – was found to be a driving determinant among salesmen who sold 37 percent more than pessimists. salesmen who sold 37 percent more than pessimists. In a large collection agency, employees scoring high in EI outperformed other associates by In a large collection agency, employees scoring high in EI outperformed other associates by 83% (163% vs. 80%) 83% (163% vs. 80%) Sales reps hired based on EI competence were 90% more likely to finish their training and exhibited Sales reps hired based on EI competence were 90% more likely to finish their training and exhibited 50% greater retention rate. 50% greater retention rate. In jobs of medium complexity (sales clerks, mechanics), a top EI performer is 85 percent more In jobs of medium complexity (sales clerks, mechanics), a top EI performer is 85 percent more productive than an average performer and 12 times (1,200%) more productive than those at the bottom. productive than an average performer and 12 times (1,200%) more productive than those at the bottom. Click To Continue

Principles of A World Class Organization The Big Picture Benefits of Corporate Culture Corporate Culture Click To Continue

Principles of A World Class Organization EI EI The Big Picture Emotional Intelligence “Social Benefits” “Social Benefits” II SOCIAL COMPETENCES I) PERSONAL COMPETENCIES A) Social Awareness Skills Empathy A) Self Awareness Skills Service Orientation Emotional Self-Awareness Developing Others Accurate Self-Assessment Self-Confidence Leverage Diversity B) Self- Regulation Skills Political Awareness Self-Control B) Social Motivating Skills Trustworthiness Influence & Persuasion Conscientiousness Communication Adaptability Innovation Leadership C) Self-Motivation Skills Change Catalyst Achievement Orientation & Drive Conflict Management Commitment Building Bonds / Networks Initiative Collaboration & Cooperation Optimism Team Capabilities Click To Continue

Principles of A World Class Organization EI EI Emotional Intelligence How To Improve Your Team’s ... Team’s Collective “Emotional Intelligence” “Emotional Intelligence” 4th Monitor 3rd Progress 2nd Implement RESULTS Improvement Determine Key Process 1st “Opportunities” Perform A RESPOND Diagnostic Survey REFLECT AWARE Click To Continue

Principles of World Class Organization Corporate Corporate The Big Picture Culture Culture Key Performance Drivers Corporate Corporate Culture Culture STATISTICAL GROUPS STATISTICAL GROUPS 1. Quality & Client Relations 1. Quality & Client Relations Synergistic 2. Employee Satisfaction 2. Employee Satisfaction Amplification 3. High Standards 3. High Standards 4. Coaching 4. Coaching 5. Training & Development 5. Training & Development 6. Commitment, Enthusiasm & Respect 6. Commitment, Enthusiasm & Respect 7. Empowerment & Autonomy 7. Empowerment & Autonomy 8. Fair Compensation 8. Fair Compensation 9. Long-Term Orientation 9. Long-Term Orientation Click To Continue

Corporate Culture Corporate Corporate Culture Culture Statistical Methodology Note: A 1 point increase on an employee rating scale of 1 – 6 would increase the Financial Results by a factor of ... No. of Predictive Factor Identification “Attributes” Correlates Quality & Client Relationships 12 b= 104.12 Employee Satisfaction 9 b= 0.404 b= 0.249 Empowerment 4 Coaching 4 b= 0.334 Each factor identified on the left side of this slide High Standards 5 b= 0.275 has specific survey questions. Long-Term Orientation 5 b= 0.285 b= 0.365 Commitment, Enthusiasm, Respect 6 Fair Compensation 3 b= 0.247 Training & Development 6 Correlates Click To Continue

Corporate Culture Corporate Corporate Culture Culture Statistical Methodology Note: A 1 point increase on an employee rating scale of 1 – 6 would increase the Financial Results by a factor of ... “Factor Analysis” allows one to combine individual questions into statistically related groups or of No. factors through standard correlation Predictive Factor Identification “Attributes” Correlates calculations. From this process 74 questions were developed out of a series of test questions that were thought to “Correlate” to an organization’s Quality & Client Relationships 12 b= 104.12 financial performance. Each of the 74 questions were then grouped by and Employee Satisfaction “Factors”. into 9 9 b= 0.404 b= 0.249 Empowerment 4 Coaching 4 b= 0.334 Then, “Stepwise Regression Analysis” was used to determine if there were a “set” of questions or correlated “Factors” that can effectively “Predict” High Standards 5 b= 0.275 an organization’s financial performance. The predictive correlates below show the statistical results. 5 Long-Term Orientation b= 0.285 b= 0.365 BENEFITS = Measure, Manage & PREDICT Your Financial Future Commitment, Enthusiasm, Respect 6 Fair Compensation 3 b= 0.247 Click To Continue Click To Continue Training & Development 6 Correlates

Corporate Corporate Culture Measuring Corporate Risk Culture Core Competency & Core Commitment The Financial Performance Index The Financial Performance Index Financial Financial Two-year % in Sales Growth Two-year % in Sales Growth Causation Modeling Metrics Metrics Two-year % Growth in Profits Two-year % Growth in Profits Profit Margin KEY DRIVERS Profit Margin Drives Profit Per Employee Profit Per Employee Predictive Attributes Quality & Correlating Attributes Customer Relations Human Human Metrics Metrics Employee Satisfaction Empowerment Coaching High Standards Long-Term Commitment Training Fair Orientation Enthusiasm & Development Compensation Respect Click To Continue

Corporate Principles of A World Class Organization Corporate Culture Culture Corporate Culture How To Improve Your ... Corporate Culture 4th Monitor 3rd Progress 2nd Implement RESULTS Improvement Determine Key Process 1st “Opportunities” Perform A RESPOND Diagnostic Survey REFLECT AWARE Click To Continue

Principles of A World Class Organization Emotional Emotional Intelligence Intelligence The Emotionally Intelligent Workplace By: Daniel Goleman, Ph.D CHAPTER THREE In 1998, in Working with Emotional Intelligence, I set out a framework of emotional intelligence (EI) that reflects how an individual’s potential for mastering the skills of Self-Awareness, Self-Management, Social Awareness, and Relationship Management translates into on-the-job success. This model is based on EI competencies that have been identified in internal research at hundreds of corporations and organizations as distinguishing outstanding performers. Focusing on EI as a theory of performance, this chapter presents a new version of that model, looks at the physiological evidence underlying EI theory, and reviews a number of studies of the drivers of workplace performance and the factors that distinguish the best individuals from the average ones. Also see Emotional Intelligence – Why it Can Matter More Than IQ By: Daniel Goleman, Ph.D. Click To Continue

Principles of A World Class Organization Corporate Corporate Culture Culture Practice What You Preach – What Managers Must Do To Create A High Achievement Culture By: David H. Maister, Ph.D. (Free Press; New York) Firms that are perceived by their employees to actually practice what they preach are more financially successful than their competitors, says consultant David H. Maister, based on a worldwide survey of 139 offices in 29 countries in 15 different lines of business. Maister asked the simple question: “Are employee attitudes correlated with financial success?” The answer he found, was “an unequivocal ‘Yes!’ ” Further, the author shows that high levels of employee commitment and dedication to be a demonstrable and measurable “cause” in financial performance. If your firm does not promote enthusiasm, high morale and other “Business Drivers” within your culture, your firm will loose money while your competition takes their people to the next level of ... A World Class Operation. Click To Continue

Principles of A World Class Organization Good To Great … Why Some Companies Make The Leap … and Others Don’t. By: Jim Collins – 2001 (Harper Collins Pubs.; New York) Built To Last – Successful Habits of Visionary Companies By: Jim C. Collins & Jerry I. Porras– 2001 (Harper Business; New York) The Balanced Scorecard – Translating Strategy Into Action By: Robert S. Kaplan & David P. Norton - 1996 (Harvard Business School Press; Boston) The HR Scorecard …Linking PEOPLE, Strategy, and Performance By: Brian Becker, Mark Huselid & David Ulrich - 2001 (Harvard Business School Press) Click To Continue

Principles of A World Class Organization The Big Picture Cause – Effect ... Drivers & Barriers To Success WORLD CLASS WORLD CLASS PERFORMANCE PERFORMANCE ••Profits Profits •• Cash Flow Cash Flow Corporate Corporate ES IV •• Quality Work Life Quality Work Life Culture Culture DR EI EI Competencies ES Competencies IV DR Emotional Emotional Intelligence Intelligence To Improve Your ... Define, Measure & Manage Your Key Performance Drivers Click To Continue

Benchmarking for A World Class Organization Leadership’s Management’s Customer’s Insight Execution Loyalty HUMAN METRICS HUMAN METRICS Define Your Define Your Key Performance Metrics Key Performance Metrics Corporate Culture: (Cause) Corporate Culture: (Cause) 1st EI (Emotional Intelligence) 1st EI (Emotional Intelligence) Drivers Barriers Drivers Barriers The 67% “Want To” Factor The 67% “Want To” Factor 2 nd IQ (Intelligence Quotient) 2nd IQ (Intelligence Quotient) The 33% “Know How To” Factor The 33% “Know How To” Factor Marketing Operations Administrative & Sales & Production Support Systems FINANCIAL METRICS FINANCIAL METRICS Success The Bottom Line: (Effects) The Bottom Line: (Effects) 1st Customer Loyalty 1st Customer Loyalty 2nd Market Position 2nd Market Position 3rd Profits, Cash Flow, 3rd Profits, Cash Flow, Risk Ratios, P/E, etc. Risk Ratios, P/E, etc. Click To Continue

Principles of A World Class Organization “When Leaders Manage Culture ... Culture Inspires People ... To Self Manage” Yrral Nosrac Click To Continue

Principles of A World Class Organization Create An “Executive DashBoard” For The 21st Century To Monitor Your Key Performance Drivers Click To Continue

Principles of A World Class Organization To Learn More About This Program To Learn More About This Program Ask About ... Ask About ... “Initiating A World Class Organization” “Initiating A World Class Organization” Click To Continue

Principles of A World Class Organization “A Class” Initiating “A World Class” Organization Phase I. An Introduction To World Class Operations Phase I. An Introduction To World Class Operations i) A Power Point Presentation – “Principles of A World Class Organization i) A Power Point Presentation – “Principles of A World Class Organization Phase II. Initiating High Performing Cultures (not presented herein Phase II. Initiating High Performing Cultures (not presented herein )) i) Leadership – Initiating EI Benchmarking Workshop i) Leadership – Initiating EI Benchmarking Workshop ii) Management – Initiating High Performance Culture Workshop ii) Management – Initiating High Performance Culture Workshop Phase III. Design & Implementing (not presented herein Phase III. Design & Implementing (not presented herein )) “An Executive DashBoard for The 21st Century” “An Executive DashBoard for The 21st Century” i) P.A.V.E The Way To ... i) P.A.V.E The Way To ... ii) S.A.V.E The ..... ii) S.A.V.E The ..... iii) S.C.O.R.E. -- Implementing “Best Business Practices” In Your Business S.C.O.R.E. Implementing “Best Business Practices” In Your Business iii) Click To Continue

Principles of World Class Organization Leadership’s Leadership’s Insight Relevant Issues As An Organization, How Can We ... I) Reduce Our Marketing, Operations & Administrative Risks, Frustrations, & Barriers To Success ? II) See, Understand & Proactively Respond What’s Coming ? III) Continually Improve Our Bottom Line ? IV) Become ... Who We Want To Be? Click To Continue

Principles of A World Class Organization Leadership’s Insight ... Six Critical Imperatives Leadership’s 5. 5. 4. Economy 4. Economy Size Size of of Scale 6. Scale 6. Market Market Financial Value Financial Value Metrics Metrics 3. 3. Profitability Profitability Customer Drives Loyalty 2. 2. Customer Customer Human Human Service Service Metrics Metrics Employee Satisfaction Employee Satisfaction 1. 1. The Foundation To Success The Foundation To Success Click To Continue

Principles of A World Class Organization If you would like to learn how to design,Your integrate Do You Measure and employ the power of an Organization’s Organization’s Executive Dashboard … …start by reading the Book Human Metrics ? “Practice What You Preach” by David H. Maister Or contact me at LJohnCarson@msn.com Click To Continue

Principles of A World Class Organization Mr. Lawrence Carson is not affiliated in any way with any of the authors quoted within this presentation. It is his personal belief that through open information systems that share knowledge coupled with the collective efforts of employees throughout the world an evolutionary transformation of humanity may be possible. But first we need to set, monitor, measure and report to all effected stakeholders … what it is that we say we collectively want … AND … then begin to measure and report what it is we are doing and report it to the world. Secrets do not advance humanity. ∑ = Accountability Click To Continue

Principles of A World Class Organization Inspire the spirit of man … To create a world … of Dignity … Peace & Joy Click To Continue

Principles of A World Class Organization A Presentation To Empower The Board of Trustees of of You Thank The World The World By By Lawrence J. Carson II Lawrence J. Carson II LJohnCarson@MSN.Com LJohnCarson@MSN.Com

Principles of A World Class Organization The End … … invites … “The Beginning” It’s Now Your Choice It’s Now Your Choice Act … To Begin The Change You Seek.

! Principles Of A World Class Organization Nautopdf1 101407

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