Ten Steps To Building A High Performance Organization
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Ten Steps To Building A High Performance Organization

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Ten Steps To Building A High Performance Organization Presentation Transcript

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