FRPA Leading A Winning Culture


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FRPA Leading A Winning Culture

  1. 1. Building, Leading and Sustaining a High Performance Team
  2. 2. 74% 88% 23,000,000
  3. 3. 67%
  4. 4. What is the most important driver of innovation and success for companies? <ul><li>53% Supportive “team oriented” organizational culture. </li></ul><ul><li>21% Committed and passionate top leaders. </li></ul><ul><li>13% Clear and measurable goals. </li></ul><ul><li>13% Finding and retaining top talent. </li></ul>150 Senior executives from the Fortune 500
  5. 5. “ I came to see, in my time at IBM, that culture isn't just one aspect of the game – it is the game.” Lou V. Gerstner Jr., Former CEO IBM
  6. 6. To survive in the world today… Culture of… Continuous Innovation Extreme Customer Focus High-Performance Teams
  7. 7. Top High-Potential VPs from GE, Microsoft, Verizon, Abbot, Genentech, Qualcomm, IBM and Merrill Lynch… <ul><li>Credible </li></ul><ul><li>Respectful </li></ul><ul><li>Approachable </li></ul><ul><li>Team Player </li></ul><ul><li>Highly Professional </li></ul>
  8. 8. Credibility <ul><li>Complete honesty and transparency </li></ul><ul><li>Impeccable integrity </li></ul><ul><li>Knows how to do their job well </li></ul><ul><li>A compelling vision for the future </li></ul><ul><li>Passion and excitement </li></ul>
  9. 9. Respectful <ul><li>Open to the ideas of others </li></ul><ul><li>Treats people with dignity </li></ul><ul><li>Treats people fairly </li></ul>
  10. 10. “ A Great Place to Work” From the 100 Best Companies to Work For Study <ul><li>Fun </li></ul><ul><li>Fair </li></ul><ul><li>Friends </li></ul><ul><li>Freedom </li></ul><ul><li>Pride </li></ul><ul><li>Praise </li></ul><ul><li>Meaning </li></ul>
  11. 11. Approachable <ul><li>Genuine </li></ul><ul><li>IQ + EQ </li></ul><ul><li>Great listener </li></ul><ul><li>Appreciative </li></ul>
  12. 12. Team Player <ul><li>Trustworthy </li></ul><ul><li>100% accountable </li></ul><ul><li>Enjoyable to work with </li></ul><ul><li>Shares the credit </li></ul><ul><li>Offers help and advice </li></ul>
  13. 13. Highly Professional <ul><li>Impressive talent </li></ul><ul><li>Self-aware </li></ul><ul><li>Always learning & improving </li></ul><ul><li>Insightful and innovative </li></ul><ul><li>Pro-active </li></ul><ul><li>Results Driven </li></ul><ul><li>Accountable </li></ul>
  14. 14. 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…
  15. 15. <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:
  16. 16. 10 – 15 %
  17. 17. 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>
  18. 18. Where are we going + How will we behave on the way. Focus “ NO” All stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Clear / consistent / relentless Training + time / money / supplies / people Measure / Track Communicate Transparency Renewal Praise + Celebration and Eliminate Mediocrity
  19. 19. “ Do I really have to get along with these idiots?”
  20. 20. Why you need to be an expert at leadership, collaboration and teamwork: <ul><li>You cannot succeed alone. </li></ul><ul><li>You need lead a team of the brightest people you can possibly find to help you. </li></ul><ul><li>You need to help the team work extremely well together. </li></ul><ul><li>You need the team to support you with enthusiasm, respect and trust. </li></ul><ul><li>But don’t take my word for it… </li></ul>
  21. 21. 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>
  22. 22. <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. 23. Does your team have… 1-10 <ul><li>An extremely clear mandate that all the team members are fully committed to achieving? </li></ul><ul><li>A written set of ground rules for performance expectations and behavior ? </li></ul><ul><li>Effective meetings that stay on agenda and always end with clearly identified next steps and action owners? </li></ul><ul><li>100% Clarity around assignments and appropriate competencies? </li></ul><ul><li>An agreed upon decision making process? </li></ul><ul><li>A clearly defined process for reviewing team effectiveness and dealing with issues and conflict within the team. </li></ul><ul><li>A strong sense of camaraderie, mutual support, respect and mutual accountability? </li></ul><ul><li>Very high levels of courageous, open, honest and frank communication. </li></ul>
  24. 24. Ground Rules for a Professional Team <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>
  25. 26. What it takes to be a valued member of a team: Honest, reliable, accountable. Develops and displays competence. Proactive – strong sense of urgency Follows through on commitments. Deliver required results. Creative / innovative Ensures actions are consistent with words. Stands behind the team and its people. Is enjoyable to work with. Communicates and keep everyone informed. Helps the other members of the team.
  26. 27. Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
  27. 28. A Vivid Shared Vision <ul><li>A meaningful common purpose that the </li></ul><ul><li>team has helped shape. Most teams are </li></ul><ul><li>responding to an initial mandate from </li></ul><ul><li>outside the team. But to be successful, the </li></ul><ul><li>team must “ own ” this purpose, develop its </li></ul><ul><li>own spin on it, and they must create </li></ul><ul><li>this vision together as a team. </li></ul>
  28. 29. Clear Measurable Goals <ul><li>Specific performance goals that flow from </li></ul><ul><li>the common purpose. For example, getting </li></ul><ul><li>a project completed in less than half </li></ul><ul><li>the normal time. Compelling goals inspire </li></ul><ul><li>and challenge a team, give it a sense of </li></ul><ul><li>urgency. They also have a leveling effect, </li></ul><ul><li>requiring members to focus on the collective </li></ul><ul><li>effort necessary rather than any differences </li></ul><ul><li>in title or status. </li></ul>
  29. 30. Competence + Diversity <ul><li>A mix of complementary skills. Successful teams rarely have all the needed skills at the outset — they develop them as they learn what the challenge requires. </li></ul>Individual greatness…leading to team excellence
  30. 31. Solid Work Ethic <ul><li>A strong commitment to how the work </li></ul><ul><li>gets done . Teams must agree on who will </li></ul><ul><li>do what jobs, how schedules will be </li></ul><ul><li>established and honored, and how decisions will be made and modified. On a genuine </li></ul><ul><li>team, each member does equivalent amounts </li></ul><ul><li>of real work; all members, the leader included. </li></ul>
  31. 32. Team Trust <ul><li>Trust and commitment cannot be coerced. The process of agreeing upon appropriate goals serves as the crucible in which members forge their accountability to each other — not just to the leader or manager. </li></ul>
  32. 33. John Spence 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
  33. 34. 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>
  34. 35. Typical ways that team leaders violate subordinates expectations: <ul><li>Micromanaging – not giving autonomy. </li></ul><ul><li>Making decisions that effect subordinates without their input. </li></ul><ul><li>Letting team members shirk their duties without any negative consequences. </li></ul><ul><li>Not giving praise or rewards for a job well done. </li></ul><ul><li>Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work. </li></ul>
  35. 36. Typical ways that subordinates violate the team leaders expectations: <ul><li>Missing or being late to team meetings. </li></ul><ul><li>Not outwardly demonstrating commitment and support for the leader’s agenda. </li></ul><ul><li>Not completing assignments in a timely manner so the team can complete its work. </li></ul><ul><li>Not letting the leader know when there are problems or issues. </li></ul><ul><li>Not sharing resources with other team members. </li></ul><ul><li>Not sharing credit with the rest of the team. </li></ul><ul><li>Not responding to e-mails or voice mails in a timely manner. </li></ul>