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Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
Abrahams academy culture and teams11.12
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Abrahams academy culture and teams11.12

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  • 1. FRPA Abrahams Academy 2012Building A Winning Culture John Spence
  • 2. Why should I listen to you?
  • 3. 100+ a year since 1989
  • 4. 300+ in 19 years
  • 5. 90+ in 19 years
  • 6. “Simplicity is theultimatesophistication” Leonardo da Vinci
  • 7. The Pattern of Business Success
  • 8. (T + C + ECF) x DE = Success
  • 9. T = Talent Talent
  • 10. Here is how I define talent… • Highly Competent • Impeccable Character • Excellent Communicator • Positive Attitude • Creative /Innovative • Risk Tolerant • Strong Drive • Solid Team Player Job Description + Competency Model WHAT WHO
  • 11. John Spence High Performance Team Model• Direction – vivid, clear, inspiring --- shared• Measurements – specific, observable, focused• C ompetence – very good at what they do• C ommunication – open, honest, courageous• Mutual Accountability – all team members• D iscipline – do this every day
  • 12. 11 Key Team Competencies:1. Setting clear, specific and measurable goals.2. Making assignments extremely clear and ensuring required competence.3. Using effective decision making processes within the team.4. Establishing accountability for high performance across the entire team.5. Running effective team meetings.6. Building strong levels of trust.7. Establishing open, honest and frank communications.8. Managing conflict effectively.9. Creating mutual respect and collaboration.10. Encouraging risk-taking and innovation. 1 - 1011. Engaging in ongoing team building activities.
  • 13. C = Culture Business Side • Innovation • Accountability • Execution • Customer Focus • Ownership Mentality
  • 14. The Four Pieces of Paper…
  • 15. The key elements of a winning culture: Employees 1 -10 Fun Freedom Family Pride Friends Praise Fair Meaning Accomplishment
  • 16. Compassion = SBA Focus me Know me Care about me Hear me Help me feel proud Equip me Help me see my value Help me grow Help me see my importance
  • 17. 1,300,000 interviews: Basic 4 + 1 1. Goal Setting 2. Trust 3. Communication 4. Accountability Recognition
  • 18. What do engaged employees look like?1. They give more discretionary effort.2. They consistently exceed expectations.3. They take more responsibility and initiative.4. They receive better customer service ratings.5. They offer more ideas for improvement.6. They promote and model teamwork.7. They volunteer more for extra assignments.8. They anticipate and adapt better to change.9. They persist at difficult work over time.10. They speak well of the organization. 1 - 10
  • 19. The Six Universal Drivers of Engagement 1. Caring, competent, and engaging senior leaders. 2. Effective managers who keep employees aligned and engaged. 3. Effective teamwork at ALL levels. 4. Job enrichment and professional growth. 5. Valuing employee Contributions. 6. Concern for employee well being. 1 - 10
  • 20. Extreme Customer Focus
  • 21. VOC = Voice of the Customer
  • 22. ECF) x DE(T + C += S uccess
  • 23. 10 – 15 %
  • 24. What Inhibits Execution?National Survey of 4,000 Senior Executives 4. Inability to work together (21%) 3. Company culture (23%) 2. Economic climate (29%) 1. Holding onto the past / unwillingness to CHANGE (35%)
  • 25. In other words… • In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.
  • 26. Where are we going + how will we behave on the way? Praise + Celebration Focus Eliminate Mediocrity Differentiation “No” Measure Track & Post Stakeholders + Transparency guiding collation Renewal Vision + Values Strategy Training + Plans time / money / Goals / Objectivessupplies / people Tactics / ActionsClear / consistent / relentless Procedures / Protocols @ Execution Repeatable Process
  • 27. Accountability• 100% Clarity• Agreement• Tracking• Coaching• Reward / Punishment
  • 28. SUMMARY of Key Strategies 1. Create a talent pipeline 2. Intensive hiring process = Hire Right 3. Company culture managed as a strategic asset 4. Customer service as a key strategic differentiator 5. Own the VOC 6. Set clear standards – establish key processes 7. Nail the “Moments of Truth” 8. Measure – post – track – reward/punish
  • 29. THANK YOU If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.comAlso, you might find value in the ideas I share in my blog. You can sign up for it at: www.johnspence.com/blog Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence

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