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ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
ASMC creating a culture of accountability 05.03.11
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ASMC creating a culture of accountability 05.03.11

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ASMC Spring conference May 3, 2011 -- John Spence keynote: Creating a Culture of Accountability

ASMC Spring conference May 3, 2011 -- John Spence keynote: Creating a Culture of Accountability

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  • 1. John Spence Building a Culture of Accountability
  • 2. What does this mean to me? How can I use this idea? What can I do right away? Slideshare.net/johnspence
  • 3.  
  • 4. <ul><li>10 – 15 % </li></ul>
  • 5. Gartner Research: 1, 443 Company Leaders <ul><li>Major Obstacles to Strategy Execution </li></ul><ul><li>Inability to overcome internal resistance to change. </li></ul><ul><li>Trying to execute a strategy that conflicts with the existing programs. </li></ul><ul><li>Poor or inadequate information sharing between people responsible for strategy execution. </li></ul><ul><li>Unclear communication of responsibility and/or accountability for execution decisions or actions. </li></ul><ul><li>Lack of feelings of “ownership” of the strategy or execution plans among key employees. </li></ul>
  • 6. McKinsey: 1,077 Companies <ul><li>90% of well-formulated strategies fail due to poor execution. </li></ul><ul><li>Only 5% of employees say that they understand their company’s strategy. </li></ul><ul><li>Only 3% of leaders think that their company is very successful at executing its strategy, while 62% report that they are only “moderately successful” or worse. </li></ul>
  • 7. Conference Board: 969 CEOs in 40 Countries <ul><li>“ When asked to rate their greatest concerns from among 121 different challenges, these chief executives chose excellence of execution as their top challenge and keeping consistent execution of strategy by top management as their third greatest concern.” </li></ul>
  • 8. What Inhibits Execution? National Survey of 4,000 Senior Executives <ul><li>4. Inability to work together (21%) </li></ul><ul><li>3. Company culture (23%) </li></ul><ul><li>2. Economic climate (29%) </li></ul><ul><li>1. Holding onto the past / unwillingness to CHANGE (35%) </li></ul>
  • 9. In other words… <ul><li>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. </li></ul>
  • 10. Where are we going and how will we behave on the way? Focus Differentiation “ No” Guiding Collation Vision + Values Strategy Objectives Initiatives Programs Procedures / Protocols Repeatable Process Clear / consistent / relentless Training + time / money / supplies / people Measure / Track Communicate Transparency Accountability Celebrate Success Eliminate Mediocrity
  • 11. “ Simplicity is the ultimate sophistication” Leonardo da Vinci
  • 12. Vision to F D A
  • 13. Process = Repeatable success
  • 14. Moments of Truth
  • 15. WORKSHOP <ul><li>What are your key MOTs? </li></ul>
  • 16. Measure & Post Create A Dashboard of Key Indicators MPS Margin Per Sale Talent Customer Service Customer Retention
  • 17. WORKSHOP <ul><li>What are the top FOUR numbers / measurements that should be on your dashboard? </li></ul>
  • 18. Refuse to Tolerate Mediocrity Create a Culture of Accountability
  • 19. Keys to Accountability <ul><li>Very Clear Expectations </li></ul><ul><li>Specific and Measurable Goals </li></ul><ul><li>Necessary Systems & Support </li></ul><ul><li>Robust Communication </li></ul><ul><li>Consistent Tracking of Performance </li></ul><ul><li>Timely Performance Reviews </li></ul><ul><li>Reward Success Lavishly </li></ul><ul><li>Deal Decisively with Poor Performance </li></ul>1 - 10
  • 20. Clear Expectations: Ground Rules for a Professional Organization <ul><li>Staff agrees to be managed and coached to strictly enforced standards of performance and quality work. </li></ul><ul><li>Teamwork is mandatory, not optional. </li></ul><ul><li>Excellence in execution is an enforced standard. </li></ul><ul><li>Personal and professional growth is a nonnegotiable minimum standard. </li></ul><ul><li>All team members must show a sincere interest in the customer and a sincere desire to help them. </li></ul><ul><li>The primary focus must be on delivering quality work and building strong customer relationships. </li></ul><ul><li>Demand excellence and refuse to tolerate mediocrity. </li></ul>
  • 21. Coaching For Superior Results
  • 22. Wouldn’t it be great if you could just TELL people what to do?
  • 23. You can TRY, but it doesn’t really work.
  • 24. A VERY important point… People HATE to be told what to do. Get them to tell you… what you want them to hear!
  • 25. You need to create a HIGH level of INFLUENCE Without resorting to using your POWER
  • 26. COACH Phil Jackson
  • 27. Three types of power…
  • 28. Source Credibility <ul><li>C x R x F </li></ul><ul><li>SO </li></ul>= Trust Competence Reliability Friendship Self Orientation
  • 29. WORKSHOP <ul><li>What are FIVE specific things you can do right away to increase your level of COMPETENCE, RELIABILITY and FRIENDSHIP with the people you work with? (employees, vendors, customers) </li></ul>
  • 30. Coaching for a superior solution
  • 31. Characteristics of an Effective Coach <ul><li>Positive </li></ul><ul><li>Supportive </li></ul><ul><li>Goal Oriented </li></ul><ul><li>Observant </li></ul>Let’s take a look at each in more detail…
  • 32. Positive <ul><li>You job is NOT to find fault, correct mistakes, assess blame and “put people in their place.” </li></ul><ul><li>Your function is to achieve productivity goals by COACHING your people to peak performance. </li></ul>
  • 33. Supportive <ul><li>You job as a coach is to get your employees what they need to achieve their productivity goals, including resources, training, tools, time, answers to questions and the removal of any barriers that stand in the way of them delivering on their goals. </li></ul>
  • 34. Goal Oriented <ul><li>A key to successful coaching is in setting specific, measurable, agreed upon and time bound goals with unambiguous accountability. </li></ul><ul><li>The coach MUST be superb at setting extremely clear expectations of requirements, outcomes and responsibilities. </li></ul><ul><li>Here is why… </li></ul>
  • 35. <ul><li>It is hard to argue about real, verifiable, observable, and measurable facts. </li></ul><ul><li>It is easy to get into a nasty argument about opinions and feelings. </li></ul>STICK TO THE FACTS
  • 36. Observant = EQ <ul><li>Being observant means more than just keeping your eyes and ears open. </li></ul><ul><li>You need to be aware of what isn’t being said… of body language and facial expressions… of discomfort and unease. </li></ul><ul><li>If you are paying close attention and being highly observant you won’t have to wait for someone to tell you about a problem. </li></ul>
  • 37. There is a BIG difference: <ul><li>Boss / Manager </li></ul><ul><li>Talks a lot </li></ul><ul><li>Tells </li></ul><ul><li>Presumes </li></ul><ul><li>Pressures </li></ul><ul><li>Seeks control </li></ul><ul><li>Orders </li></ul><ul><li>Works on </li></ul><ul><li>Assigns blame </li></ul><ul><li>Keeps distant </li></ul><ul><li>Coach </li></ul><ul><li>Listens </li></ul><ul><li>Asks </li></ul><ul><li>Explores </li></ul><ul><li>Motivates </li></ul><ul><li>Seeks commitment </li></ul><ul><li>Challenges </li></ul><ul><li>Works with </li></ul><ul><li>Takes responsibility </li></ul><ul><li>Makes contact </li></ul>
  • 38. Not every player needs the same type of coach…
  • 39. Skills Cheerleader Director Teacher COACH HIGH LOW LOW HIGH Motivation Style Flexing
  • 40. Elements of a good coaching session <ul><li>Very well-planned </li></ul><ul><li>Clear purpose </li></ul><ul><li>Establish expectations </li></ul><ul><li>Stay focused </li></ul><ul><li>Develop real dialogue </li></ul><ul><li>Speak clearly – listen carefully </li></ul><ul><li>Gain agreement on next steps </li></ul><ul><li>Follow-up immediately </li></ul><ul><li>Follow up regularly </li></ul>1 - 10
  • 41. During the coaching session use your EARS <ul><li>E – explore by asking focused questions </li></ul><ul><li>A – affirm that you are listening </li></ul><ul><li>R – reflect back your understanding </li></ul><ul><li>S – silence, listen some more </li></ul>
  • 42. WORKSHOP <ul><li>What are FIVE specific things you can do right away to be a better COACH to the people you work with? </li></ul>
  • 43. Accelerate to Success A manifesto by Dan Coughlin
  • 44. Great businesses are defined by their ability to accelerate…
  • 45. Acceleration Truth # 1 To accelerate accountability, reward doers, not talkers.
  • 46. Acceleration Truth # 2 To accelerate impact, turn chaos into elegance.
  • 47. Acceleration Truth # 3 To accelerate you business, be a talent hound. Look for VSP…
  • 48. <ul><li>Values </li></ul><ul><li>Strengths </li></ul><ul><li>Passions </li></ul>
  • 49. Acceleration Truth # 4 To accelerate trust, don’t be a mood ring leader.
  • 50. Acceleration Truth # 5 To accelerate great ideas, say …
  • 51. Acceleration Truth # 6 To accelerate improvement, be willing to fail.
  • 52. Acceleration Truth # 7 To accelerate sales, own the VOC.
  • 53. Acceleration Truth # 8 To accelerate success, play it SAFE . S ustained A nd F ocused E ffort
  • 54. The Art of Action by Stephen Bungay <ul><li>Decide What is Important. </li></ul><ul><li>Get the Message Across. </li></ul><ul><li>Give People Space and Support. </li></ul>
  • 55. WORKSHOP <ul><li>What is the single MOST important idea that you are going to take back and implement in your business right away? </li></ul>
  • 56.  
  • 57. T HANK Y OU If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com My twitter address is: @awesomelysimple Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: slideshare.net/johnspence

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