The Keys to Superior PerfomanceHow to Build and Sustain a HighlySuccessful Organization
I will not waste one minute of your time…• I have a ton to cover and I will go pretty fast.• I am happy to answer any of y...
What does this mean to me?How can I use this idea?What can I do right away?
“Simplicity is theultimatesophistication”Leonardo da Vinci
The Real Job of a CEO• Financial Performance• Growth – organic & acquisitions• Direction – vision (shared)• Pace – sense o...
Five Steps toEffective Strategic ThinkingBusiness AcumenPersonal ExperiencePattern RecognitionStrategic InsightDisciplined...
Most people think of:
Superior Strategy =Valued Differentiation x Effective Execution1
What strategy is not…• More, better, faster is not astrategy.• Effectiveness and efficiency arenecessary… but not sufficie...
The level of highly satisfied and engagedEMPLOYEES in your credit union.The number one factor in increasingthe level of hi...
Key Drivers of Customer Satisfaction and LoyaltyFinancialPerformanceQuality P&S&Customer RelationshipEmployeeSatisfactionE...
Actively disengaged employeescan reduce revenues by up to22%, while highly satisfied andengaged employees can driveprofits...
Key attributes of winning cultures• High aspirations and a desire to win• Extreme customer focus• A “think like owners” at...
HUGE data set…• 600,000 employees at 500 companies.• 6,800 senior executives.• 900 books and academic articles.• 30 CEOs o...
Nine Elements of Organizational HealthFrom: Beyond Performance by Keller and Price
Core Principles of Workforce Productivity• Respect Employees• Clarify Objectives• Increase Transparency• Create DialogueNITB
What do engaged employees look like?1. They give more discretionary effort.2. They consistently exceed expectations.3. The...
E + E + E SBA PMAEEngagedEnabledEnergizedAttachment to thecompany andwillingness to giveextra effort.A work environmenttha...
Impact of the Three E’s• The research shows the cumulative effect of thethree Es at work. The engaged, enabled, andenergiz...
1,300,000 interviews: Basic 4 + 1From: The Orange Revolution by Gostick and EltonThe Fundamental 4+141 - 10
The Six Universal Drivers of Engagement1. Caring, competent, and engaging leaders.2. Effective managers who keep employees...
Zappos Sales in 1998 = 0 Sales in 2008 = 1.2 BillionLooking back, a big reason we hit our goal earlywas that we decided to...
To create a highly accountable culture… 1-10• Communicate clearly and relentlessly.• Set agreed-upon and highly specific m...
TEC / Vistage / EO / YPO = 3,000 CEOs1. Lack of a well-communicatedvision and strategy for growth.2. Lack of courageouscom...
5 Obstacles to Execution6
1. There is a real void of clear,direct and understandablecommunication about thedirection of the organization.This result...
2. Dysfunctional behavior is accepted orignored and worse yet, colleagues,management reward it.6
3. There is no definition of what isacceptable and what is unacceptableperformanceExpectations x 36
4. Management does not promote andconfirm that accountability is a key principlewithin the company.6
5. Good people may leavebecause of frustration thattheir employer is ignoringthe issue and is notproactive in seeking andi...
Accountability1. 100% Clarity + Authority7
Drone ScapegoatOwnershipMentalityLooseCannonHIGHLOWLOW HIGHAccountabilityAuthorityNITB
4-Level Decision MakingNITB
Accountability1. 100% Clarity + Authority2. 100% Agreement7
The Four Pieces of Paper… AgreementNITB
Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post
Keep a Compelling Scoreboard• It has to be simple• It has to be visible to the team• The has to show all keymetrics• It ha...
MPS Margin Per SaleTalentCustomer ServiceCustomer RetentionCreate a “Dashboard” ofall key measuresNITB
Some thoughts on measurementLess is moreResults not activityEasy / HardPost and reviewHelp not punishmentNITB
Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train
Situational LeadershipLOWLOWHIGHHIGHSkillNITB
Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train5. Reward or Punish
99% of the time when I do something wrong I get in trouble…99% of the time when I do something right - nobody says anything!
Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train5. Reward or PunishWS 7
Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train5. Reward or Punish1 - 107
Final Workshop Pages 7 and 8
If you have any questions at all please do not hesitate to send a note or call.My email address is: john@johnspence.comMy ...
Clarify ExpectationsSide 1- What you will focus on inthe business as yourmeasure of success.-Your expectations for everyem...
NAFCU CEO seminar Sonoma 4.13
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NAFCU CEO seminar Sonoma 4.13

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NAFCU CEO seminar Sonoma 4.13

  1. 1. The Keys to Superior PerfomanceHow to Build and Sustain a HighlySuccessful Organization
  2. 2. I will not waste one minute of your time…• I have a ton to cover and I will go pretty fast.• I am happy to answer any of your questions, offer adviceand recommend books at any time after this session.• John@JohnSpence.comThe slides are already posted at:www.SlideShare.net/johnspence
  3. 3. What does this mean to me?How can I use this idea?What can I do right away?
  4. 4. “Simplicity is theultimatesophistication”Leonardo da Vinci
  5. 5. The Real Job of a CEO• Financial Performance• Growth – organic & acquisitions• Direction – vision (shared)• Pace – sense of urgency• Tone – values and culture1
  6. 6. Five Steps toEffective Strategic ThinkingBusiness AcumenPersonal ExperiencePattern RecognitionStrategic InsightDisciplined Execution1
  7. 7. Most people think of:
  8. 8. Superior Strategy =Valued Differentiation x Effective Execution1
  9. 9. What strategy is not…• More, better, faster is not astrategy.• Effectiveness and efficiency arenecessary… but not sufficient.• Superb execution of fundamentalbusiness processes… is expected.• Being extremely good at what youare supposed to be good at… getsyou no extra credit at all.1
  10. 10. The level of highly satisfied and engagedEMPLOYEES in your credit union.The number one factor in increasingthe level of highly satisfied andengaged MEMBERS in your creditunion is…
  11. 11. Key Drivers of Customer Satisfaction and LoyaltyFinancialPerformanceQuality P&S&Customer RelationshipEmployeeSatisfactionEmpowerment High StandardsLong-termOrientationEnthusiasm,Commitment,RespectTraining &DevelopmentFairCompensationCR= 104.12% increase in profitsCR= .404CR=.334CR=.277CR=.275CR=.249CR=.280CoachingCR=.285CR=.371CR=.365CR=.191CR=.247TolerateNothingLessFrom: Practice What You Preach by MaisterGlobal study:16 countries529 companies15,589 respondentsWorkshopPage 2
  12. 12. Actively disengaged employeescan reduce revenues by up to22%, while highly satisfied andengaged employees can driveprofits up by as much as…189%Culture = Cash
  13. 13. Key attributes of winning cultures• High aspirations and a desire to win• Extreme customer focus• A “think like owners” attitude• Bias to action• Individuals who team• Passion and energyBain & Company1 - 103
  14. 14. HUGE data set…• 600,000 employees at 500 companies.• 6,800 senior executives.• 900 books and academic articles.• 30 CEOs of Fortune 500.From: Beyond Performance by Keller and Price
  15. 15. Nine Elements of Organizational HealthFrom: Beyond Performance by Keller and Price
  16. 16. Core Principles of Workforce Productivity• Respect Employees• Clarify Objectives• Increase Transparency• Create DialogueNITB
  17. 17. 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 - 103What Do Engaged Employees Look Like?
  18. 18. E + E + E SBA PMAEEngagedEnabledEnergizedAttachment to thecompany andwillingness to giveextra effort.A work environmentthat supportsproductivity andperformance.Individual physical,social and emotionalwell-being at work.“All In” by Gostick and Elton4
  19. 19. Impact of the Three E’s• The research shows the cumulative effect of thethree Es at work. The engaged, enabled, andenergized cultures saw average annual operatingmargins of 27.4 percent during a period thatincluded a recession/economic downturn—twiceas high as organizations with just high employeeengagement and three times higher than thosewith low engagement.
  20. 20. 1,300,000 interviews: Basic 4 + 1From: The Orange Revolution by Gostick and EltonThe Fundamental 4+141 - 10
  21. 21. The Six Universal Drivers of Engagement1. Caring, competent, and engaging leaders.2. Effective managers who keep employeesinformed, aligned and engaged.3. Effective teamwork at ALL levels.4. Job enrichment and professional growth.5. Valuing employee contributions.6. Concern for employee well being.1 - 105
  22. 22. Zappos Sales in 1998 = 0 Sales in 2008 = 1.2 BillionLooking back, a big reason we hit our goal earlywas that we decided to invest our time, moneyand resources into three key areas: customerservice (which would build our brand and drive word-of-mouth), culture (which would lead to the formation ofour core values), and employee training anddevelopment (which would eventually lead to thecreation of our Pipeline Team).Even today, our core belief is that our Brand,our Culture and our Pipeline are the onlycompetitive advantages we will have in the longrun. Everything else can and will be copied.
  23. 23. To create a highly accountable culture… 1-10• Communicate clearly and relentlessly.• Set agreed-upon and highly specific metrics.• Focus on results – not personalities.• Force collaboration – teamwork is mandatorynot optional.• Question all activities that don’t contribute tothe company’s overall strategic goals.• Make sure that everyone in the organization –from top to bottom – focuses onaccountability. WS 5
  24. 24. TEC / Vistage / EO / YPO = 3,000 CEOs1. Lack of a well-communicatedvision and strategy for growth.2. Lack of courageouscommunication.3. Tolerating mediocrity.4. Poor culture of teamwork.5. Do not listen to our customerswell enough.6. Lack of accountability anddisciplined execution.6
  25. 25. 5 Obstacles to Execution6
  26. 26. 1. There is a real void of clear,direct and understandablecommunication about thedirection of the organization.This results in people doingwhat they want to do, notwhat they need to do andbreeds a climate of not caringabout the customers/clientsor their colleagues.6
  27. 27. 2. Dysfunctional behavior is accepted orignored and worse yet, colleagues,management reward it.6
  28. 28. 3. There is no definition of what isacceptable and what is unacceptableperformanceExpectations x 36
  29. 29. 4. Management does not promote andconfirm that accountability is a key principlewithin the company.6
  30. 30. 5. Good people may leavebecause of frustration thattheir employer is ignoringthe issue and is notproactive in seeking andimplementing a solution tochange the environment.6
  31. 31. Accountability1. 100% Clarity + Authority7
  32. 32. Drone ScapegoatOwnershipMentalityLooseCannonHIGHLOWLOW HIGHAccountabilityAuthorityNITB
  33. 33. 4-Level Decision MakingNITB
  34. 34. Accountability1. 100% Clarity + Authority2. 100% Agreement7
  35. 35. The Four Pieces of Paper… AgreementNITB
  36. 36. Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post
  37. 37. Keep a Compelling Scoreboard• It has to be simple• It has to be visible to the team• The has to show all keymetrics• It has to tell you immediatelyif you are winning or losing!!Tracking
  38. 38. MPS Margin Per SaleTalentCustomer ServiceCustomer RetentionCreate a “Dashboard” ofall key measuresNITB
  39. 39. Some thoughts on measurementLess is moreResults not activityEasy / HardPost and reviewHelp not punishmentNITB
  40. 40. Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train
  41. 41. Situational LeadershipLOWLOWHIGHHIGHSkillNITB
  42. 42. Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train5. Reward or Punish
  43. 43. 99% of the time when I do something wrong I get in trouble…99% of the time when I do something right - nobody says anything!
  44. 44. Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train5. Reward or PunishWS 7
  45. 45. Accountability1. 100% Clarity + Authority2. 100% Agreement3. Track & Post4. Coach & Train5. Reward or Punish1 - 107
  46. 46. Final Workshop Pages 7 and 8
  47. 47. If you have any questions at all please do not hesitate to send a note or call.My email address is: john@johnspence.comMy twitter address is: @awesomelysimple*** Please connect with me on LinkedIn ***Also, you might find value in the ideas I share in my blog. You can sign up for it at:www.blog.johnspence.comMy “Top 50 Best Business Books” list and a link to my free business training channelon Vimeo are both on the front page of my website: www.johnspence.comLastly, these slides have already been uploaded to:www.slideshare.net/johnspence
  48. 48. Clarify ExpectationsSide 1- What you will focus on inthe business as yourmeasure of success.-Your expectations for everyemployee.Side 2-Your core leadershipvalues.-What your employees canexpect from you.

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