Carolinas AGC CEO workshop 3.13
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Carolinas AGC CEO workshop 3.13

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Carolinas AGC CEO workshop 3.13 Carolinas AGC CEO workshop 3.13 Presentation Transcript

  • Ideas Into Action
  • The Knowing – Doing Gap
  • Organization Effectiveness Audit Page 2 Be “Brutally Honest” Scale of 1 – 10
  • The Four – I’s• Ignorance• Inflexibility• Indifference• Inconsistency 3
  • 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. 1 - 10• Revel in change. 3
  • Key Drivers of Customer Satisfaction and Loyalty Financial Performance CR= 104.12% increase in profits Global study: 16 countries T olerate 529 companies 15,589 respondents Quality P&S & N othing Customer Relationship L ess CR= .404 Employee CR=.277 Satisfaction CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.28 CR=.37 CR=.36 CR=.19 5 1 5 1 CR=.24 7 Workshop Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation Page 4 1 - 10From: Practice What You Preach by Maister 4
  • 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. Page 510. They speak well of the organization. 1 - 10 5
  • Key Competitive AdvantagesProducts People Process
  • John Spence Team Model• D irection – vivid, clear, inspiring --- shared• Measurements – specific, observable, focused• C ompetence – very good at what they do• C ommunication – open, honest, courageous• M utual Accountability – all team members• D iscipline – do this every day Page 5
  • 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 6
  • The Four Primary Practices: 1. A sharply focused, clearly communicated and well- understood strategy for growth. 2. Flawless operational execution that consistently delivers the value proposition. 3. A performance-oriented culture that does not tolerate mediocrity. 4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work.From: What (really) Works by Joyce, Nohria, Roberson 6
  • 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. Score yourself on the 1–10 scale for all eight practices on page 6From: What (really) Works by Joyce, Nohria, Roberson
  • Non-negotiable Standards + Fanatical Discipline Very Clear Expectations Specific and Measurable Goals Necessary Systems & Support Robust Communication Page 7 Consistent Tracking of 1 - 10 Performance Regular Performance Reviews Refuse to Tolerate mediocrity
  • Look for the Pattern
  • 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.com My twitter address is: @awesomelysimple Please connect with me on LinkedInAlso, 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: www.slideshare.net/johnspence