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.
Eo vancouver 6.14 updated
Understanding the Pattern
of Business Success
This is a very special workshop
• I have a ton to cover and I will go pretty fast.
• 80% is in the book.
• Please take notes and ask questions.
• I am happy to answer any of your questions, offer
advice and recommend books at any time.
• Work very hard… take this seriously.
The slides are already posted at:
Most people are so
busy working IN
their business thatthey do not take any
time to work ON
What does this mean to me?
How can I use this idea?
What can I do right away?
Do you have a clearly focused and
well-communicated vision and strategy for growth?
Effective Strategy =
Valued Differentiation x Execution
Five Foundations of
Disciplined Execution 1
The Four – I’s
How to avoid the Four I’s 1-10
• Aggressive external market focus.
• Aggressive customer focus.
• Keep the “Main Things” the main things.
• Bullish on knowledge sharing and learning.
• Teamwork is mandatory – not optional.
• Passion and commitment at all levels.
• Foster a healthy paranoia.
• Revel in change. 1
• The willingness… even
enthusiasm… to change
combined with the
wisdom to understand
what must NEVER be
The Key To Success in the New Normal…
To get the most from our session
It is absolutely critical that you be
brutally honest with yourself today.
So let's get started with
a little self-test… page 2
Leonardo da Vinci
10,000 High Potential Employees
Abbott, GE, Merrill Lynch, Microsoft,
IBM, Apple, State Farm, Mayo Clinic
The Toyota Way 1-10
• Challenging Vision
– We form a long-term vision, meeting challenges with courage and
creativity to realize our dreams.
– We improve our business operations continuously, always driving for
innovation and evolution.
• Genchi Genbutsu
– We go to the source to find the facts to make correct decisions, build
consensus, and achieve our goals at our best speed.
• Respect, Challenge and Help your People and Suppliers
– We respect others, make every effort to understand each other, take
responsibility and do our best to build mutual trust.
– We stimulate personal and professional growth, share the opportunities
of development, and maximize individual and team performance.
The level of highly satisfied and
engaged EMPLOYEES in your
The number one factor in increasing
the level of highly satisfied and
engaged CUSTOMERS in your
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.
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
10 Key Team Competencies:
1. Setting clear, specific and measurable goals.
2. Making assignments extremely clear and ensuring required competence.
3. Establishing accountability for high performance across the entire team.
4. Running effective team meetings.
5. Building strong levels of trust.
6. Establishing open, honest and frank communications.
7. Managing conflict effectively.
8. Creating mutual respect and collaboration.
9. Encouraging risk-taking and innovation.
10. Engaging in ongoing team building activities.
1 - 10
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.
10. They speak well of the organization.
1 - 10
TEN ELEMENTS OF A WINNING CULTURE
1. People enjoy the work they do and the people they work with
2. People take pride in the work they do and the company they work for
3. There are high levels of engagement, connection, camaraderie and a community
4. There is a culture of fairness, respect, trust, inclusiveness and teamwork
5. The leaders walk the talk, live the values and communicate a clear vision and
strategy for growth
6. Lots of open, honest, robust and transparent communication across the entire
7. The company invests back in employees; there is a commitment to learning,
coaching and development
8. There is a bias for action, employees have an ownership mentality and always
strive to give their personal best
9. There is high accountability and a strong focus on delivering the desired results
10. There is ample recognition and rewards and mediocrity is not tolerated
1 - 10
Twice weekly surveys for five years of 2,000+ senior
managers and executives at:
• Morgan Stanley
• American Express
• Bank of America
• Borders 10
Keys to effective management…
• Communicate clearly
• Force the hard decisions
• Focus on results
• Remain flexible to change
• Prove your value to the customer
• Force collaboration
• Rigorous but not ruthless…
1 - 10
From: Think Big – Act Small by Jennings
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
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
4. A fast, flexible, flat organization that reduces
bureaucracy and simplifies work.
• 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 12
Key Drivers of Business
Empowerment High Standards
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
Disciplined Execution Clear Vision
Reward / Punish
1 - 10
• Go back and look at all of your audits.
• Where were your low scores, where were your high
scores – what is the pattern?
• Look over your notes – what were the key themes?
What are the most important ideas?
• Answers all the questions on pages 16 - 20
• Put in as much detail as possible.
• Be very honest with yourself.
• Think in terms of Actions and Outcomes.
SMALL GROUP WORKSHOP - Page 22
•In your teams, share what you wrote on
pages 16-20 (workbook is incorrect!).
•Make sure that each person takes time to
explain their findings and recommendations.
•Then, combine all of your answers in order
to create a group answer to the question on
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
My twitter address is: @awesomelysimple
*** Please connect with me on LinkedIn ***
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