Building a Winning Culture -


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Building a Winning Culture -

  1. 1. Building A Winning Culture & John Spence
  2. 2. A few of my clients:
  3. 3. What does this mean to me? How can I use this idea? What can I do right away?
  4. 4. Reality Check Knowing – Doing 1 -10
  5. 5. <ul><li>The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is… </li></ul>The level of highly satisfied and engaged EMPLOYEES in your business.
  6. 6. <ul><li>Fully Engaged Customers deliver a 23% </li></ul><ul><li>premium over the average customer in terms of share of wallet, profitability , revenue , and relationship growth . </li></ul>Harvard Business Review: Manage Your Human Sigma
  7. 7. Job + Organizational Engagement = Employee Engagement 50%
  8. 8. Actively Disengaged Employees… 22% In TOTAL Revenues!
  9. 9. 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 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
  10. 10. 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 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
  11. 11. Highly satisfied and engaged employees can drive as much as a 189% increase in profitability! Culture = Cash
  12. 13. The Pattern of Business Success
  13. 14. (T + C + ECF) x DE = Success
  14. 15. Key attributes of winning cultures <ul><li>High aspirations and a desire to win </li></ul><ul><li>External focus </li></ul><ul><li>A “think like owners” attitude </li></ul><ul><li>Bias to action </li></ul><ul><li>Individuals who team </li></ul><ul><li>Passion and energy </li></ul>Bain & Company 1 - 10
  15. 16. From the Employee’s Perspective: 1 - 10
  16. 17. <ul><li>Focus me </li></ul><ul><li>Know me </li></ul><ul><li>Care about me </li></ul><ul><li>Hear me </li></ul><ul><li>Help me feel proud </li></ul><ul><li>Equip me </li></ul><ul><li>Help me see my value </li></ul><ul><li>Help me grow </li></ul><ul><li>Help me see my importance </li></ul>C ompassion = SBA
  17. 18. The Six Universal Drivers of Engagement <ul><li>Caring, competent, and engaging senior leaders. </li></ul><ul><li>Effective managers who keep employees aligned and engaged. </li></ul><ul><li>Effective teamwork at ALL levels. </li></ul><ul><li>Job enrichment and professional growth. </li></ul><ul><li>Valuing employee Contributions. </li></ul><ul><li>Concern for employee well being. </li></ul><ul><li>1 - 10 </li></ul>
  18. 19. What do engaged employees look like? <ul><li>They give more discretionary effort. </li></ul><ul><li>They consistently exceed expectations. </li></ul><ul><li>They take more responsibility and initiative. </li></ul><ul><li>They receive better customer service ratings. </li></ul><ul><li>They offer more ideas for improvement. </li></ul><ul><li>They promote and model teamwork. </li></ul><ul><li>They volunteer more for extra assignments. </li></ul><ul><li>They anticipate and adapt better to change. </li></ul><ul><li>They persist at difficult work over time. </li></ul><ul><li>They speak well of the organization. </li></ul>1 - 10
  19. 20. The Five Steps to Implementing a Winning Culture <ul><li>Preform a culture audit and set new expectations. </li></ul><ul><li>Align the management team. </li></ul><ul><li>Focus on RESULTS and build accountability. </li></ul><ul><li>Manage the drivers of culture. </li></ul><ul><li>Communicate and celebrate. </li></ul>
  20. 21. Study of most important leadership skills 7,000+ managers from 1,600 large organizations <ul><li>Must have superb communication skills. </li></ul><ul><li>Lead by example to demonstrate character and competence. </li></ul><ul><li>Establish and maintain clear and meaningful vision. </li></ul><ul><li>Provide motivation to create ownership and accountability for results. </li></ul><ul><li>Clarify performance expectations. </li></ul><ul><li>Foster teamwork and collaboration. </li></ul><ul><li>Develop clear performance goals and metrics. </li></ul><ul><li>Consistently deliver superior results. </li></ul>From: Getting Results by Longenecker and Simoneti 1- 10 5
  21. 22. Clear Expectations
  22. 23. 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 customer satisfaction 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>1 - 10
  23. 24. Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business. As you read the following GE leadership values…
  24. 25. <ul><li>Are passionately focused on driving customer success. </li></ul><ul><li>Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth. </li></ul><ul><li>Insist on excellence, and are intolerant of mediocrity or bureaucracy. </li></ul><ul><li>Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin. </li></ul><ul><li>See change for the positive growth opportunities it brings. </li></ul><ul><li>Create a clear, simple, customer-centered vision, and continually renew and refresh its execution. </li></ul><ul><li>Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results. </li></ul><ul><li>Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute … </li></ul>GE leaders, always with unyielding integrity:
  25. 26. (T + C + ECF) x DE = Success
  26. 27. 10 – 15 %
  27. 28. What Inhibits Execution? 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>
  28. 29. 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>
  29. 30. Where are we going + how will we behave on the way? Focus Differentiation “ No” Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / Protocols Repeatable Process Clear / consistent / relentless @ Execution Training + time / money / supplies / people Measure Track & Post Transparency Renewal Praise + Celebration Eliminate Mediocrity 1 - 10
  30. 31. Culture = CASH
  31. 32. Leadership and the New Normal <ul><li>One day only! </li></ul><ul><li>Thursday 15 March 2012 </li></ul><ul><li>Ellerslie Events Centre </li></ul><ul><li>To register go to: </li></ul><ul><li> </li></ul><ul><li>Or call 09 573 5582 </li></ul><ul><li>**** Early Bird closes December 16 th **** </li></ul>
  32. 33. 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:
  33. 34. Leadership and the New Normal <ul><li>One day only! </li></ul><ul><li>Thursday 15 March 2012 </li></ul><ul><li>Ellerslie Events Centre </li></ul><ul><li>To register go to: </li></ul><ul><li> </li></ul><ul><li>Or call 09 573 5582 </li></ul><ul><li>**** Early Bird closes December 16 th **** </li></ul>