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Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
Social Media 101 Manual
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Social Media 101 Manual

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Social Media 101 Manual prepared by Game Day Communications.

Social Media 101 Manual prepared by Game Day Communications.

Published in: Technology, News & Politics
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  • 1. Principles of A World Class Organization Click To Continue A Presentation To The American Society for Training and Development Treasure Valley Chapter Boise, ID By Lawrence J. Carson II
  • 2. Principles of A World Class Organization Introduction Click To Continue I) Inform the reader on exactly how to begin to improve the purpose, commitment, energy and quality of life at their work place. The Purpose of this Power Point Presentation 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 institutions. This Presentation Takes at Least 11 Minuets
  • 3. Principles of A World Class Organization Leadership’s Insight Click To Continue 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? Relevant Issues
  • 4. Click To Continue Human Metrics Principles of A World Class Organization 3. Profitability 5. Economy of Scale 6. Market Value 4. Size Customer Loyalty 2. Customer Service Financial Metrics 1. Employee Satisfaction The Foundation To Success Drives Leadership’s Insight ... Six Critical Imperatives
  • 5. Principles That Drive Leadership’s Insight Drivers Success 1. Employee Satisfaction 4. Size 3. Profitability 2. Customer Service & Loyalty 5. Economy of Scale 6. Market Value Barriers What Drives and Limits .. “ Employee Satisfaction” ? Click To Continue
  • 6. Principles That Drive Leadership’s Insight Drivers Success 1. Employee Satisfaction 4. Size 3. Profitability 2. Customer Service & Loyalty 5. Economy of Scale 6. Market Value Barriers What Drives and Limits .. “ Employee Satisfaction” ? Employing Six Sigma To Identify, Benchmark & Manage The Drivers & The Barriers To Your Success Click To Continue
  • 7. The Big Picture <ul><li>Cause – Effect ... Drivers & Barriers </li></ul>EI Competencies Emotional Intelligence Corporate Culture <ul><li>WORLD CLASS </li></ul><ul><li>PERFORMANCE </li></ul><ul><ul><li>Profits </li></ul></ul><ul><ul><li>Cash Flow </li></ul></ul><ul><ul><li>Quality Work Life </li></ul></ul>Click To Continue Define, Measure & Manage Your Key Performance Drivers Principles of A World Class Organization To Improve Your ... DRIVES DRIVES
  • 8. The Big Picture <ul><li>Key Performance Drivers </li></ul>Principles of A World Class Organization EI Competencies Emotional Intelligence Corporate Culture WORLD CLASS ORGANIZATION PERSONAL COMPETENCIES Self-Awareness Skills Self-Regulation/Management Self-Motivation Skills SOCIAL COMPETENCIES Social Awareness Skills Social Motivation Skills STATISTICAL GROUPS 1. Quality & Client Relations 2. Employee Satisfaction 3. High Standards 4. Coaching 5. Training & Development 6. Commitment, Enthusiasm & Respect 7. Empowerment & Autonomy 8. Fair Compensation 9. Long-Term Orientation Click To Continue
  • 9. Emotional Intelligence <ul><li>Benefits of Emotional Intelligence </li></ul>Principles of A World Class Organization Click To Continue Emotional Intelligence
  • 10. The Big Picture <ul><li>Emotional Intelligence “ Leadership Benefits” </li></ul>Principles of World Class Organization EI BENEFITS OF “EI ” . . . LEADERSHIP IMPACT : Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. For 515 senior executives in Latin America, Germany, and Japan, emotional intelligence was a better 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 ( 67%) of productivity differences was attributable to emotional competence while only one-third (33%) is due to technical skill. An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average. Partners in a multinational consulting firm who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain. In a large beverage firm, division presidents with strong EI skills outperformed their performance targets by 15 - 20%, they had a 46% less turnover and 87% ranked in the top third in performance. Click To Continue
  • 11. The Big Picture <ul><li>Emotional Intelligence “Management Benefits” </li></ul>EI Principles of World Class Organization BENEFITS OF “ EI ” . . . Management Impact: 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. After receiving EI training, manufacturing supervisors reduced lost-time accidents by 50%, 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 to select successful recruiters by nearly three-fold or 300%. Click To Continue
  • 12. The Big Picture <ul><li>Emotional Intelligence “Employee Benefits” </li></ul>EI Principles of A World Class Organization 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 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 $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 salesmen who sold 37 percent more than pessimists. In a large collection agency, employees scoring high in EI outperformed other associates by 83% (163% vs. 80%) Sales reps hired based on EI competence were 90% more likely to finish their training and exhibited 50% greater retention rate. 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. Click To Continue
  • 13. The Big Picture <ul><li>Emotional Intelligence “Social Benefits” </li></ul>EI Principles of A World Class Organization <ul><li>I) PERSONAL COMPETENCIES </li></ul><ul><ul><li>A) Self Awareness Skills </li></ul></ul><ul><ul><li>Emotional Self-Awareness </li></ul></ul><ul><ul><li>Accurate Self-Assessment </li></ul></ul><ul><ul><li>Self-Confidence </li></ul></ul><ul><ul><li>B) Self- Regulation Skills </li></ul></ul><ul><ul><li>Self-Control </li></ul></ul><ul><ul><li>Trustworthiness </li></ul></ul><ul><ul><li>Conscientiousness </li></ul></ul><ul><ul><li>Adaptability </li></ul></ul><ul><ul><li>Innovation </li></ul></ul><ul><ul><li>C) Self-Motivation Skills </li></ul></ul><ul><ul><li>Achievement Orientation & Drive </li></ul></ul><ul><ul><li>Commitment </li></ul></ul><ul><ul><li>Initiative </li></ul></ul><ul><ul><li>Optimism </li></ul></ul><ul><li>II SOCIAL COMPETENCES </li></ul><ul><ul><li>A) Social Awareness Skills </li></ul></ul><ul><ul><li>Empathy </li></ul></ul><ul><ul><li>Service Orientation </li></ul></ul><ul><ul><li>Developing Others </li></ul></ul><ul><ul><li>Leverage Diversity </li></ul></ul><ul><ul><li>Political Awareness </li></ul></ul><ul><ul><li>B) Social Motivating Skills </li></ul></ul><ul><ul><li>Influence & Persuasion </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Change Catalyst </li></ul></ul><ul><ul><li>Conflict Management </li></ul></ul><ul><ul><li>Building Bonds / Networks </li></ul></ul><ul><ul><li>Collaboration & Cooperation </li></ul></ul><ul><ul><li>Team Capabilities </li></ul></ul>Click To Continue
  • 14. Emotional Intelligence <ul><li>How To Improve Your Team’s ... </li></ul><ul><li>Collective “Emotional Intelligence” </li></ul>Principles of A World Class Organization Click To Continue EI 1 st Perform A Diagnostic Survey AWARE 2 nd Determine Key “ Opportunities” REFLECT 3rd Implement Improvement Process RESPOND 4th Monitor Progress RESULTS
  • 15. The Big Picture <ul><li>Benefits of Corporate Culture </li></ul>Principles of A World Class Organization Click To Continue Corporate Culture
  • 16. The Big Picture <ul><li>Key Performance Drivers </li></ul>Principles of World Class Organization Corporate Culture Corporate Culture STATISTICAL GROUPS 1. Quality & Client Relations 2. Employee Satisfaction 3. High Standards 4. Coaching 5. Training & Development 6. Commitment, Enthusiasm & Respect 7. Empowerment & Autonomy 8. Fair Compensation 9. Long-Term Orientation Click To Continue Synergistic Amplification
  • 17. Corporate Culture Quality & Client Relationships 12 Employee Satisfaction 9 Empowerment 4 Coaching 4 Long-Term Orientation 5 Training & Development 6 Fair Compensation 3 Commitment, Enthusiasm, Respect 6 High Standards 5 Click To Continue Factor Identification No. of “ Attributes” b= 104.12 b= 0.404 b= 0.249 b= 0.334 b= 0.275 b= 0.285 b= 0.365 b= 0.247 Correlates Predictive Correlates <ul><li>Statistical Methodology </li></ul>Corporate Culture Each factor identified on the left side of this slide has specific survey questions. Note: A 1 point increase on an employee rating scale of 1 – 6 would increase the Financial Results by a factor of ...
  • 18. Corporate Culture Quality & Client Relationships 12 Employee Satisfaction 9 Empowerment 4 Coaching 4 Long-Term Orientation 5 Training & Development 6 Fair Compensation 3 Commitment, Enthusiasm, Respect 6 High Standards 5 Factor Identification No. of “ Attributes” b= 104.12 b= 0.404 b= 0.249 b= 0.334 b= 0.275 b= 0.285 b= 0.365 b= 0.247 Correlates Predictive Correlates <ul><li>Statistical Methodology </li></ul>Corporate Culture 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 factors through standard correlation calculations. From this process 74 questions were developed out of a series of test questions that were thought to “ Correlate ” to an organization’s financial performance. Each of the 74 questions were then grouped by and into 9 “Factors”. Then, “ Stepwise Regression Analysis ” was used to determine if there were a “set” of questions or correlated “Factors” that can effectively “ Predict ” an organization’s financial performance. The predictive correlates below show the statistical results. BENEFITS = Measure, Manage & PREDICT Your Financial Future Click To Continue
  • 19. Measuring Corporate Risk Core Competency & Core Commitment The Financial Performance Index Two-year % in Sales Growth Two-year % Growth in Profits Profit Margin Profit Per Employee Employee Satisfaction Empowerment Coaching Long-Term Orientation Training & Development Fair Compensation Commitment Enthusiasm Respect High Standards Causation Modeling KEY DRIVERS Correlating Attributes Click To Continue Predictive Attributes Quality & Customer Relations Human Metrics Financial Metrics Drives Corporate Culture
  • 20. Corporate Culture <ul><li>How To Improve Your </li></ul><ul><li>... Corporate Culture </li></ul>Principles of A World Class Organization Click To Continue Corporate Culture 1 st Perform A Diagnostic Survey AWARE 2 nd Determine Key “ Opportunities” REFLECT 3rd Implement Improvement Process RESPOND 4th Monitor Progress RESULTS
  • 21. Principles of A World Class Organization 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. Emotional Intelligence Click To Continue
  • 22. Principles of A World Class Organization 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 . Corporate Culture Click To Continue
  • 23. 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
  • 24. The Big Picture <ul><li>Cause – Effect ... Drivers & Barriers To Success </li></ul>EI Competencies Emotional Intelligence Corporate Culture <ul><li>WORLD CLASS </li></ul><ul><li>PERFORMANCE </li></ul><ul><ul><li>Profits </li></ul></ul><ul><ul><li>Cash Flow </li></ul></ul><ul><ul><li>Quality Work Life </li></ul></ul>Click To Continue Define, Measure & Manage Your Key Performance Drivers Principles of A World Class Organization To Improve Your ... DRIVES DRIVES
  • 25. Define Your Key Performance Metrics Click To Continue Benchmarking for A World Class Organization FINANCIAL METRICS The Bottom Line: ( Effects ) 1 st Customer Loyalty 2 nd Market Position 3 rd Profits, Cash Flow, Risk Ratios, P/E, etc. HUMAN METRICS Corporate Culture : ( Cause ) 1 st EI (Emotional Intelligence) The 67 % “Want To” Factor 2 nd IQ (Intelligence Quotient) The 33 % “Know How To” Factor Leadership’s Insight Management’s Execution Customer’s Loyalty Marketing & Sales Operations & Production Administrative Support Systems Success Drivers Barriers
  • 26. Principles of A World Class Organization “ When Leaders Manage Culture ... Culture Inspires People ... To Self Manage ” Yrral Nosrac Click To Continue
  • 27. Create An “Executive DashBoard” For The 21 st Century To Monitor Your Key Performance Drivers Principles of A World Class Organization Click To Continue
  • 28. Principles of A World Class Organization To Learn More About This Program Ask About ... “ Initiating A World Class Organization” Click To Continue
  • 29. Initiating “A World Class” Organization Click To Continue Principles of A World Class Organization Phase I. An Introduction To World Class Operations Phase II. Initiating High Performing Cultures ( not presented herein ) i) Leadership – Initiating EI Benchmarking Workshop ii) Management – Initiating High Performance Culture Workshop Phase III. Design & Implementing ( not presented herein ) “ An Executive DashBoard for The 21 st Century” i) P.A.V.E The Way To ... ii) S.A.V.E The ..... iii) S.C.O.R.E. - Implementing “ Best Business Practices ” In Your Business i) A Power Point Presentation – “Principles of A World Class Organization
  • 30. Principles of World Class Organization Leadership’s Insight Click To Continue 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? Relevant Issues
  • 31. Statistical Findings <ul><li>Survey Reference </li></ul><ul><li>Mar-18-2004 </li></ul><ul><li>AccountingWEB.com  </li></ul><ul><li>Franklin Covey, which has surveyed more than 2.5 </li></ul><ul><li>million people about productivity and effectiveness </li></ul><ul><li>issues, last week released the findings of its latest </li></ul><ul><li>Execution Quotient study of U.S. workers. </li></ul>Click To Continue
  • 32. Less Than Half of Workers Are Committed to Their Organization’s Goals <ul><li>Clarity: </li></ul><ul><li>Only 44% of workers say their organization has clearly communicated its most important goals </li></ul><ul><li>Only 54% of workers say they clearly understand what they are supposed to do to help achieve their organization's goals </li></ul>Click To Continue
  • 33. Less Than Half of Workers Are Committed to Their Organization’s Goals <ul><li>Commitmen t: </li></ul><ul><li>Only 22% of workers are enthusiastic about the goals they set with their work teams </li></ul><ul><li>Only 39% of workers say they are highly energized and committed to the direction of their work team </li></ul><ul><li>Only 41% of workers say their job taps into the best of their talents and passion. </li></ul>Click To Continue
  • 34. Less Than Half of Workers Are Committed to Their Organization’s Goals <ul><li>Translation Into Action </li></ul><ul><li>Only 48% of workers say the goals of their work team are translated into their individual work goals </li></ul><ul><li>Only 32% of workers say they take time each week to identify and schedule the activities around their work team's most important goals </li></ul><ul><li>Only 38% of workers say their work team planning results in clear assignments for individuals </li></ul>Click To Continue
  • 35. Less Than Half of Workers Are Committed to Their Organization’s Goals <ul><li>Enabling : </li></ul><ul><li>Only 38% of workers say that their work team systems and processes are aligned to help the team achieve its goals. </li></ul><ul><li>Only 15% of workers say their upper management actively supports the goals of their work team. </li></ul>Click To Continue
  • 36. Less Than Half of Workers Are Committed to Their Organization’s Goals <ul><li>Most Significant Barriers </li></ul><ul><li>Overwhelming workload (e.g., too much to do, can't get to all my key priorities) (31%) </li></ul><ul><li>Unclear or shifting work priorities (e.g., other people's urgencies and emergencies, conflicting demands, surprise projects) (27%) </li></ul><ul><li>Political issues (e.g., turf battles, rivalries, favoritism, personality clashes) (26%) </li></ul><ul><li>Lack of recognition or reward (e.g., credit not shared, unfair pay, rewards not tied to performance) (26%) </li></ul>Click To Continue
  • 37. <ul><li>Do You Measure Your Organization’s </li></ul><ul><li>Human Metrics ? </li></ul>Principles of A World Class Organization If you would like to learn how to design, integrate and employ the power of an Executive Dashboard … … start by reading the Book “ Practice What You Preach” by David H. Maister Or contact me at LJohnCarson@msn.com Click To Continue
  • 38. 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 knowledge and collective efforts of employees throughout the world that an evolutionary transformation may be possible. But first we need to set, monitor, measure and report to the all effected stakeholders … what it is that we say we all collectively want … AND … then begin to measure and report it … and make it known to all. ∑ = Accountability Principles of A World Class Organization Click To Continue
  • 39. A Presentation To Empower The Board of Trustees Of The World Principles of A World Class Organization Thank You By Lawrence J. Carson II [email_address]
  • 40. Principles of A World Class Organization The End … It’s Now Your Choice “ The Beginning” … invites … Act … To Begin The Change You Seek.

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