Ten Steps To Building A High Performance Organization


Published on

  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ten Steps To Building A High Performance Organization

  1. 1. Ten Steps to Building a High Performance High Value Organization<br />Dr. Shayne G. Tracy<br />
  2. 2. Ten Steps to Building a High Performance Organization<br />10. Communicate, Communicate, Communicate<br />9. Harness the Power of Technology<br />8. Develop a Succession Plan<br />7. Recognize and Reward Top Performance<br />6. Create a “Learning” Culture<br />5. Create an “Earning” Culture<br />4. Get the Right People in the Right Positions Doing the Right Thing<br />3. Define Your “System” and Develop Metrics <br />2. Know and SERVE Your Customer <br />1. Define Your Business and Develop Your Strategy<br />
  3. 3. Building an Asset...NOT Just a Business!<br />“What choice can I make and action can I take in this moment to create the greatest net value?”<br />—Peter Demarest, Answering the Central Question<br />
  4. 4. Define Your Business and Develop Your Strategy<br />What business are you really in?<br />What value do you create and deliver?<br />“The value of any currency is defined by the receiver, not by the holder...”<br />—Dr. Donald M. Carmont<br />Is your “currency” current?<br />How often to you re-visit your strategic plan?<br />Do you have a third pair of eyes?<br />
  5. 5. Know and SERVE Your Customer<br />“One who knows the customer best has no competition!”<br />Who is your customer? <br />Who do you WANT to be your customers?<br />Have you applied the 80/20 rule to determine which customers drive value and margins?<br />What customers should you “fire”!<br />Are you creating a unique customer experience<br />Loyal customers build your brand and asset<br />
  6. 6. Define Your “System” and Develop Metrics<br />Map your business processes from the customer’s experience<br />Inspect your system of processes for impediments to delivering the ultimate customer experience<br />MAP (measure, assess, plan) your metrics for each process<br />Develop scorecards for the four dimensions<br />People, operations, finance, and customer<br />
  7. 7. Get the Right People in the Right Positions Doing the Right Thing<br />Which positions create the greatest value?<br />Are you properly recruiting, selecting, hiring and compensating appropriate to value creation?<br />Are you investing “value” in positions that don’t generate “value”?<br />Are you valuing people who create value?<br />
  8. 8. Create an “Earning” Culture<br />Choose to develop an earning culture: not a culture of entitlement or fear<br />In an earning culture, job security is possible but not promised<br />An earning culture is a culture where value is rewarded, not perfunctory performance<br />An earning culture differentiates between poor performers and top performers<br />
  9. 9. Recognize and Reward Top Performance<br />Recognition begins with compensation commensurate with contribution (value for value)<br />Recognition doesn’t have to be financial<br />Don’t overlook the “power of appreciation”<br />The best reward systems are those where workers are involved in determining what will be rewarded and how<br />
  10. 10. Create a “Learning” Culture<br />A “learning” culture is first and foremost a culture that views the workplace as the classroom<br />All mistakes, successes, and everything that occurs is embraced as “lessons learned”<br />Learning organizations link their training and development to:<br />Strategic intent<br />Employee development: developing leaders from the shop floor to the top floor<br />Career development and succession<br />
  11. 11. Develop a Succession Plan<br />Don’t wait for retirement to overtake you before you develop your exit strategy and succession plan<br />Employees that are coached, mentored, valued and engaged remain loyal and are your best pool of candidates for future leadership<br />Do you have a replacement that you are mentoring and grooming to take over?<br />
  12. 12. Harness the Power of Technology<br />Recognize that technology is a “support” system and shold not “supplant” your core business model<br />Technology is an enabler to accelerate the achievement of your strategy<br />Don’t sacrifice “high touch” at the altar of “high tech”<br />
  13. 13. Communicate, Communicate, Communicate<br />Communication is the lubricant that makes the machinery of your organization function<br />Communicate is more than “telling”<br />Communication is ultimately “understanding”<br />Effective leaders achieve this by being among their people, listening to their people, engaging their people, and keeping everyone informed<br />Operate on a “first-to-know” basis<br />Openness builds the trust that builds your value<br />
  14. 14. Thank you<br /> www.newhousepartners.com<br />