ASMC Focusing on the Fundamentals of Excellence
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ASMC Focusing on the Fundamentals of Excellence






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  • Because there is no way in the world that I can know as much about your business as you do, many of my suggestions and ideas I present will be somewhat generic, which means it is up to YOU to take the ideas I present and figure out how to make them work in your company, in your specific market, with your customers, with your employees. If you will continually ask the three questions above every time I put up a slide, there is a good chance that you will uncover something that will help your business significantly.
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ASMC Focusing on the Fundamentals of Excellence ASMC Focusing on the Fundamentals of Excellence Presentation Transcript

  • Focusing on the Fundamentals of Excellence
  • For the past 22 years…
  • What does this mean to me? How can I use this idea? What can I do right away?
  • Organization Effectiveness Audit Page 2 Be “Brutally Honest” Scale of 1 – 10
  • The Four – I’s
    • Ignorance
    • Inflexibility
    • Indifference
    • Inconsistency
  • How to avoid the Four I’s
    • Aggressive external market focus.
    • Ridiculously high level of customer focus.
    • Keep the “Main Things” the main things.
    • Bullish on knowledge sharing and learning.
    • Teamwork / communication is mandatory – not optional.
    • Passion and commitment at all levels.
    • Foster a healthy paranoia.
    • Revel in change.
    3 1 - 10
  • The Pattern of Business Success
  • (T + C + ECF) x DE = Success
  • Talent + Culture Talent
  • Cecil Van Tuyl
    • “ It is all about people, people, people. You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”
    • The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…
    The level of highly satisfied and engaged EMPLOYEES in your business. 4
  • Key Drivers of Customer Satisfaction and Loyalty T olerate N othing L ess From: Practice What You Preach by Maister Global study: 16 countries 529 companies 15,589 respondents 4 Workshop Page 5 1 - 10 Financial Performance Quality P&S & Customer Relationship Employee Satisfaction Empowerment High Standards Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation CR= 104.12% increase in profits CR= .404 CR=.334 CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.285 CR=.371 CR=.365 CR=.191 CR=.247
  • Customer satisfaction drives customer loyalty… and customer loyalty drives profitability A 5% increase in loyalty among your best customers… Can produce a profit increase of 25% – 85% I hate you I don’t care about you I love you NITB 100% 90 80 70 60 50 40 30 20 Extremely Dissatisfied Somewhat Dissatisfied Slightly Dissatisfied Satisfied Very Satisfied Zone of Defection Zone of Indifference Zone of Affection Loyalty Customer Satisfaction Terrorist Evangelist
  • Actively disengaged employees can reduce revenues by up to 22%, while highly satisfied and engaged employees can drive profits up by as much as a 189% Culture = Cash
  • What do engaged employees look like?
    • They give more discretionary effort.
    • They consistently exceed expectations.
    • They take more responsibility and initiative.
    • They receive better customer service ratings.
    • They offer more ideas for improvement.
    • They promote and model teamwork.
    • They volunteer more for extra assignments.
    • They anticipate and adapt better to change.
    • They persist at difficult work over time.
    • They speak well of the organization.
    Page 6 1 - 10 6
  • 74% 23,000,000
  • 88%
  • What they look for in a leader… Credibility
    • Honest
    • Forward-looking
    • Competent
    • Inspiring
  • What Employees Want: 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
  • The key elements of a winning culture: Employees
    • Fun
    • Family
    • Friends
    • Fair
    • Freedom
    • Pride
    • Praise
    • Meaning
    • Accomplishment
    7 1 - 10
  • The Six Universal Drivers of Engagement
    • Caring, competent, and engaging leaders.
    • Effective managers who keep employees aligned, informed and engaged.
    • Effective teamwork at ALL levels.
    • Job enrichment and professional growth.
    • Valuing employee contributions.
    • Genuine concern for employee well being.
    • 1 - 10
  • 1,300,000 interviews : Basic 4 + 1 From: The Orange Revolution by Gostick and Elton 8
  • E xtreme C ustomer F ocus
  • Web of Value: VOC + MOT + WOM
  • VOC
  • How Many of these do you employ?
  • M oments O f T ruth
  • MOT Practice Round Dry Cleaner Hair Salon Tailor Plumber
  • Workshop VOC + MOT 9
  • 43% - 74% of purchasing decision = WOM/T
  • WOM = Your BEST form of advertising! 78.9% 23.4%
  • You MUST have a WOM Referral System From John Jantsch: The Referral Engine Identify Ideal Customer Refer Ideal Customer
  • Workshop : Five ways to generate WOM 10
  • The Evergreen Project
    • 10 year study of 160 top companies
    • 40 distinct industries
    • 200 management practices
    • Winners, climbers, tumblers, losers
    • Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62%
    From: What (really) Works by Joyce, Nohria, Roberson 11
  • The Four Primary Practices:
    • A sharply focused, clearly communicated and well-understood strategy for growth.
    • Flawless operational execution that consistently delivers the value proposition.
    • A performance-oriented culture that does not tolerate mediocrity.
    • A fast, flexible, flat organization that reduces bureaucracy and simplifies work.
    From: What (really) Works by Joyce, Nohria, Roberson 11
  • The Secondary Management Practices:
    • Talent = find and keep the best people.
    • Key leaders show commitment and enthusiasm for the business.
    • Embrace strategic innovation.
    • Master the power of partnerships.
    From: What (really) Works by Joyce, Nohria, Roberson Score yourself on the 1–10 scale for all eight practices on page 11
    • 10 – 15 %
  • 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%)
  • 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.
  • Workshop Page 12
    • Very Clear Expectations
    • Specific and Measurable Goals
    • Necessary Systems & Support
    • Robust Communication
    • Consistent Tracking of Performance
    • Timely Performance Reviews
    • Refuse to Tolerate mediocrity
  • Final Workshop Strategy map on page 13 Business excellence “Word Cloud” on page 14 Specific assignments pages 15 - 17
  • Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: My twitter address is: @awesomelysimple Please feel free to “friend” me on FB Also, you might find value in the ideas I share in my blog. You can sign up for it at: Lastly, these slides have already been uploaded to: