Domino's - Building a Winning Culture Presentation Transcript
Building A Winning Culture for High Performance Teams
A few of my clients:
Reality Check Knowing – Doing 1 -10
Key Competitive Advantages Products People Process
The Pattern of Business Success
(T + C + ECF) x DE = Success
T = Talent 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.”
Here is how I define talent…
Strong Drive = Proactive
Solid Team Player
Job Description + Competency Model WHAT WHO
What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable.
John Spence High Performance Team Model
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
11 Key Team Competencies:
Setting clear, specific and measurable goals.
Making assignments extremely clear and ensuring required competence.
Using effective decision making processes within the team.
Establishing accountability for high performance across the entire team.
Running effective team meetings.
Building strong levels of trust.
Establishing open, honest and frank communications.
Managing conflict effectively.
Creating mutual respect and collaboration.
Encouraging risk-taking and innovation.
Engaging in ongoing team building activities .
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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.
Fully Engaged Customers deliver a 23%
premium over the average customer in terms of share of wallet, profitability , revenue , and relationship growth .
Actively Disengaged Employees… 22% In TOTAL Revenues!
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
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
Highly satisfied and engaged employees can drive as much as a 189% increase in profitability! Culture = Cash
Key attributes of winning cultures
High aspirations and a desire to win
External customer / market focus
A “think like owners” attitude
Bias to action
Individuals who team
Passion and energy
Bain & Company 1 - 10
From the Employee’s Perspective: 1 - 10
Care about me
Help me feel proud
Help me see my value
Help me grow
Help me see my importance
S B A
The Six Universal Drivers of Engagement
Caring, competent, and engaging senior leaders.
Effective managers who keep employees aligned and engaged.
Effective teamwork at ALL levels.
Job enrichment and professional growth.
Valuing employee Contributions.
Concern for employee well being.
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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.
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The Five Steps to Implementing a Winning Culture
Preform a culture audit and set new expectations.
Align the management team.
Focus on RESULTS and build accountability.
Manage the drivers of culture.
Communicate and celebrate.
Study of most important leadership skills 7,000+ managers from 1,600 large organizations
Must have superb communication skills.
Lead by example to demonstrate character and competence.
Establish and maintain clear and meaningful vision.
Provide motivation to create ownership and accountability for results.
Clarify performance expectations.
Foster teamwork and collaboration.
Develop clear performance goals and metrics.
Consistently deliver superior results.
From: Getting Results by Longenecker and Simoneti 1- 10 5
An AWESOME Brand Ambassador!
Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: firstname.lastname@example.org 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: www.slideshare.net/johnspence