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GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
GFA Success in the NEW Normal by  John Spence
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GFA Success in the NEW Normal by John Spence

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  • 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.
  • 6
  • Transcript

    • 1. Success in the NEW Normal
    • 2. For the past 22 years…
    • 3. Reality CheckKnowing – Doing 1 -10
    • 4. What does this mean to me? How can I use this idea? What can I do right away?
    • 5. For thosewho are prepared… For those whoareprepared… …chaos brings opportunity
    • 6. • The willingness… even enthusiasm… to change EVERYTHING combined with the wisdom to understand what must NEVER be changed.
    • 7. The Key To Success in the New Normal…•Nimbleocity•Nim-bo-lishis
    • 8. Organization Effectiveness Audit Page 2 Be “Brutally Honest” Scale of 1 – 10
    • 9. The Four – I’s• Ignorance• Inflexibility• Indifference• Inconsistency 3
    • 10. 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
    • 11. The Pattern of Business Success
    • 12. (T + C + ECF) x DE = Success
    • 13. Talent + Culture Talent
    • 14. 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.”
    • 15. 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. 4
    • 16. Key Drivers of Customer Satisfaction and Loyalty Financial Performance CR= 104.12% increase in profits Global study: 16 countries Tolerate 529 companies 15,589 respondents Quality P&S & Nothing Customer Relationship Less CR= .404 Employee CR=.277 Satisfaction CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.285 CR=.371 CR=.365 Workshop CR=.191 CR=.247 Long-term Orientation Enthusiasm, Commitment, Training & Development Fair Compensation Page 5 Respect 1 - 10From: Practice What You Preach by Maister 4
    • 17. Customer satisfaction drives customer loyalty… and customer loyalty drives profitability Evangelist 100% Zone of Affection I love you 90 80 A 5% increase in loyalty 70 Zone of among your best Indifference 60 customers… Loyalty 50 I don’t care about you 40 30 Zone of Can produce a profit 20 Defection increase of 25% – 85%I hate you Terrorist Extremely Somewhat Slightly Very Dissatisfied Dissatisfied Dissatisfied Satisfied Satisfied Customer Satisfaction NITB
    • 18. Culture = Cash Actively disengaged employees can reduce revenues by up to 22%, while highly satisfied and engagedemployees can drive profits up by as much as a 189%
    • 19. 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 610. They speak well of the organization. 1 - 10 6
    • 20. 23,000,00074%
    • 21. 88%
    • 22. What they look for in a leader… 1.Honest 2.Forward-looking 3.Competent 4.Inspiring Credibility NITB
    • 23. What Employees Want: SBA Focus me Know me Care about me Hear me Help me feel proud Equip me Help me see my value Help me grow Help me see my importance
    • 24. The key elements of a winning culture: Employees • Fun • Family • Friends • Fair • Freedom • Pride • Praise • Meaning • Accomplishment 1 - 10 7
    • 25. The Six Universal Drivers of Engagement1. Caring, competent, and engaging leaders.2. Effective managers who keep employees aligned, informed and engaged.3. Effective teamwork at ALL levels.4. Job enrichment and professional growth.5. Valuing employee contributions.6. Genuine concern for employee well being. 1 - 10 7
    • 26. 1,300,000 interviews: Basic 4 + 1 Goal Setting Accountability RECOGNITION Trust CommunicationsFrom: The Orange Revolution by Gostick and Elton 8
    • 27. Extreme Customer Focus
    • 28. Web of Value: VOC + MOT + WOM
    • 29. VOC
    • 30. How Many of these do you employ?
    • 31. Moments Of Truth
    • 32. MOT Practice RoundDry CleanerHair SalonTailorPlumber
    • 33. Workshop VOC + MOT 9
    • 34. 43% - 74% of purchasing decision = WOM/T
    • 35. WOM = Your BEST form of advertising! 78.9% 23.4%
    • 36. You MUST have a WOM Referral System Identify Refer Ideal IdealCustomer Customer From John Jantsch: The Referral Engine
    • 37. Workshop: Five ways to generate WOM 10
    • 38. 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 11
    • 39. 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 11
    • 40. 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 11From: What (really) Works by Joyce, Nohria, Roberson
    • 41. 10 – 15 %
    • 42. 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%)
    • 43. 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 marketplace.
    • 44. Workshop Page 12 Very Clear Expectations Specific and Measurable Goals Necessary Systems & Support Robust Communication Consistent Tracking of Performance Timely Performance Reviews Refuse to Tolerate
    • 45. Final WorkshopStrategy map on page 13Business excellence “Word Cloud” on page 14Specific assignments pages 15 - 17
    • 46. 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 feel free to “friend” me on FBAlso, 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

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