ASMC Leadership Vision


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Keynote from the ASMC event

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ASMC Leadership Vision

  1. 1. Creating a Leadership Vision Key Strategies for Running a Highly Successful Business John Spence
  2. 3. For the past 21 years…
  3. 4. Global Economy?
  4. 5. National Economy?
  5. 6. For those who are prepared… … chaos brings opportunity
  6. 8. 1. Vivid Vision
  7. 9. Let’s get clear on the terms: <ul><li>Vision: WHAT we want to be when we grow up. </li></ul><ul><li>Mission: WHY we are doing what we are doing. </li></ul><ul><li>Values: How we expect everyone to behave . </li></ul>
  8. 10. Guy Kawasaki Your vision statement should be like a mantra , a simple phrase that can be repeated over and over to keep everyone focused on the goal .
  9. 11. <ul><li>A superior TEAM that delivers real value through elegant SOLUTIONS for their customers and looks for appropriate GROWTH opportunities. </li></ul>
  10. 12. Example: Hospital <ul><li>Our Vision </li></ul><ul><li>World - class patient care through clinical excellence </li></ul><ul><li>Our Mission </li></ul><ul><li>To provide exceptional patient care in a compassionate and nurturing </li></ul><ul><li>environment supported by dedicated health care professionals who </li></ul><ul><li>strive to advance the care and treatment of the sick through advanced </li></ul><ul><li>medical research and discoveries. </li></ul><ul><li>Our Core Values </li></ul><ul><li>Compassion </li></ul><ul><li>Safety </li></ul><ul><li>Professional excellence </li></ul><ul><li>Embracing diversity </li></ul><ul><li>Complete honesty and integrity </li></ul><ul><li>Innovation through knowledge sharing and teamwork </li></ul>
  11. 14. A compelling and delicious Vision <ul><li>To be the restaurant of choice for Japanese cuisine in the Gainesville area. </li></ul>
  12. 15. A Zen Mission: Absolute Hospitality <ul><li>Our corporate culture is about passionate people who are focused and committed to Absolute Hospitality so we may become the very best in our industry. Absolute Hospitality means taking care of each other first, then our guests, then our vendors, and lastly our shareholders. We believe through Absolute Hospitality, we can continue to achieve professional success as well as personal success. </li></ul>
  13. 16. Values: The Credo <ul><li>Always strive to be excellent by exemplifying the Bushido and treating all team members and guests with care, understanding, respect and fairness. </li></ul>
  14. 17. John Spence <ul><li>Vision: To be recognized as one of the world’s top business improvement experts. </li></ul><ul><li>Mission: To help organizations and individuals be more successful. </li></ul><ul><li>Values </li></ul><ul><li>Honesty </li></ul><ul><li>Reliability </li></ul><ul><li>Competence </li></ul><ul><li>Love </li></ul>
  15. 18. Workshop <ul><li>Take a moment and write out your current Vision, Mission & Vales statements. </li></ul>1 - 10
  16. 19. Three keys to an effective vision: <ul><li>Over-communicate </li></ul><ul><li>Adjust only when necessary </li></ul><ul><li>LIVE it every day </li></ul>
  17. 20. 2. Robust Communication
  18. 21. <ul><li>Honesty </li></ul><ul><li>Transparency </li></ul><ul><li>Courage </li></ul><ul><li>Vulnerability </li></ul>The 4 key elements of robust communications
  19. 22. 3. Best People Talent
  20. 23. Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! <ul><li>Build a network of great relationships with people who want to see you succeed. </li></ul><ul><li>You don’t have all of the answers, so ask for help and advice from the smartest people you can find. </li></ul><ul><li>Learn to be a learner. </li></ul><ul><li>Listen intently to your employees and to your customers. </li></ul>Some really great advice…
  21. 24. How do you define talent? <ul><li>Highly Competent </li></ul><ul><li>Impeccable Character </li></ul><ul><li>Excellent Communicator </li></ul><ul><li>Positive Attitude </li></ul><ul><li>Creative /Innovative </li></ul><ul><li>Risk Tolerant </li></ul><ul><li>Strong Drive </li></ul><ul><li>Solid Team Player </li></ul>
  22. 25. <ul><li>Lack of TRUST </li></ul><ul><li>Lack of candor </li></ul><ul><li>Lack of commitment </li></ul><ul><li>Lack of accountability </li></ul><ul><li>Lack of results </li></ul>
  23. 26. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern The 4 C’s of Trust
  24. 27. John Spence High-Performance Team Model <ul><li>D </li></ul><ul><li>M </li></ul><ul><li>C </li></ul><ul><li>C </li></ul><ul><li>M </li></ul><ul><li>D </li></ul>irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
  25. 28. 11 Key Team Competencies: <ul><li>Setting clear, specific and measurable goals. </li></ul><ul><li>Making assignments extremely clear and ensuring required competence. </li></ul><ul><li>Using effective decision making processes within the team. </li></ul><ul><li>Establishing accountability for high performance across the entire team. </li></ul><ul><li>Running effective team meetings. </li></ul><ul><li>Building strong levels of trust. </li></ul><ul><li>Establishing open, honest and frank communications. </li></ul><ul><li>Managing conflict effectively. </li></ul><ul><li>Creating mutual respect and collaboration. </li></ul><ul><li>Encouraging risk-taking and innovation. </li></ul><ul><li>Engaging in ongoing team building activities. </li></ul>1 - 10
  26. 29. 4. Sense of Urgency
  27. 30. You must create a culture that… <ul><li>Rewards fast action-taking </li></ul><ul><li>Punishes barriers </li></ul><ul><li>Embraces change </li></ul><ul><li>Encourages risk taking </li></ul><ul><li>Accepts failure </li></ul><ul><li>Empowers everyone… </li></ul>
  28. 31. 4-Level Decision Making <ul><li>You own it. </li></ul><ul><li>Ask for input… you own it. </li></ul><ul><li>Team decision… I own it. </li></ul><ul><li>My call… I own it. </li></ul>
  29. 32. 5. Disciplined Execution
  30. 33. <ul><li>10 – 15 % </li></ul>
  31. 34. 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>
  32. 35. 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>
  33. 36. 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>Refuse to Tolerate mediocrity </li></ul>
  34. 37. The Four Pieces of Paper…
  35. 38. 6. Extreme Customer Focus VOC
  36. 39. A few good quotes… <ul><li>“ We are not in the coffee business serving people… we are in the people business serving coffee.” Howard Schultz, CEO – Starbucks </li></ul><ul><li>“ We took our eye off the ball and it damn near put us out of business. We forgot that the customer pays ALL the bills. We are here to serve them, help them, support them. Not keeping that at the front of our minds almost cost us everything.” Lou Gerstner, CEO - IBM </li></ul><ul><li>“ The very future of our company hinges on our ability to understand and serve our customers better than any other firm. It is all about customer service, the products are actually secondary.” Jeff Immelt, CEO – GE </li></ul><ul><li>“ The only critic whose opinion counts, is the customer” – Mark Twain </li></ul>
  37. 40. Things have changed… 2008 2010
  38. 41. It used to be… Good Cheap Fast
  39. 42. Now you MUST deliver… <ul><li>The highest quality… </li></ul><ul><li>At the lowest possible price… </li></ul><ul><li>Immediately --- or sooner… </li></ul><ul><li>All while giving consistently superior customer service for an outstanding “Total Buying and Owning Experience.” </li></ul>
  40. 43. The Five Levels of Customer Service <ul><li>I don’t really care </li></ul><ul><li>Why try harder </li></ul><ul><li>Good enough is good enough </li></ul><ul><li>That’s nice </li></ul><ul><li>Holy shit – you guys are awesome!!!!! </li></ul>
  41. 44. 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% to 85% I hate you I don’t care about you I love you 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
  42. 45. Fundamental Customer Expectations <ul><li>Reliability: The ability to provide what was promised, on time, dependably and accurately. ( Honesty ) </li></ul><ul><li>Assurance: The knowledge and courtesy of employees, and their ability to convey trust and confidence. ( Competence ) </li></ul><ul><li>Empathy: The degree of caring and individual attention provided to customers. ( Concern ) </li></ul><ul><li>Responsiveness : The willingness to help customers and provide prompt service. ( Attitude ) </li></ul><ul><li>Tangibles: The physical facilities, equipment, and appearance of the personnel. ( Professionalism ) </li></ul>1 -10
  43. 46. How do the Best Companies Deliver Superior Customer Service? <ul><li>From a study of more than 3,000 companies — narrowed down to the top 101 companies that profit from customer care — here are the top five factors that were the fundament tactics used to build and manage extraordinary levels of customer satisfaction and loyalty. </li></ul>
  44. 47. They listen to, understand, and respond (often in unique and creative ways) to the evolving needs and constantly shifting expectations of their customers. ( VOC ) Extreme Customer Focus
  45. 48. They establish a clear vision of what superior service is, communicate that vision to employees at all levels, and ensure that service quality is personally and positively important to everyone in the organization. . Shared Customer Service Credo
  46. 49. They establish concrete standards of service quality and regularly measure themselves against those standards, guarding against the “acceptable error” mindset by establishing as their goal 100% customer satisfaction performance. Clear Standards + Accountability
  47. 50. They hire the best people, train them carefully and extensively so they have the knowledge and skills to achieve the service standards, then empower them to work on behalf of the customers, whether inside or outside the organization. Customer Focused Employees
  48. 51. They recognize and reward service accomplishments, sometimes individually, sometimes as a group effort, in particular celebrating the success of employees who go “one step beyond” for their customers. Deal decisively with mediocrity Reward and Celebrate Success…
  49. 52. Touchpoints --- to ---Moments of Truth
  50. 53. Moments of Truth
  51. 54. Master the first five… and then focus them on number six!
  52. 55. T + C x ECF = Success
  53. 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: 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:
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