Shrm jax conference keynote


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Keynote from the 2010 SHRM Jacksonville Conference

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Shrm jax conference keynote

  1. 1. 2010 SHRM Jacksonville Conference Key Strategies for Running a Highly Successful Business John Spence
  2. 2. Global Economy?
  3. 3. National Economy?
  4. 4. For those who are prepared… … chaos brings opportunity
  5. 5. Coach John Wooden
  6. 7. 1. Vivid Vision A clear, vivid, compelling and extremely well-communicated vision of where you are trying to take the organization.
  7. 8. Let’s get clear on the terms: <ul><li>Vision: WHAT we want to be when we grow up. </li></ul><ul><li>Mission: WHY we are doing what we are doing. </li></ul><ul><li>Values: How we expect everyone to behave . </li></ul>
  8. 9. Guy Kawasaki Your vision statement should be like a mantra , a simple phrase that can be repeated over and over to keep everyone focused on the goal .
  9. 10. Two good mantras… “ A computer on every desk.” “ We’re here to put a dent in the universe.”
  10. 11. <ul><li>A superior TEAM that delivers real value through elegant SOLUTIONS for their customers and looks for appropriate GROWTH opportunities. </li></ul>
  11. 12. Example: Hospital <ul><li>Our Vision </li></ul><ul><li>World - class patient care through clinical excellence </li></ul><ul><li>Our Mission </li></ul><ul><li>To provide exceptional patient care in a compassionate and nurturing </li></ul><ul><li>environment supported by dedicated health care professionals who </li></ul><ul><li>strive to advance the care and treatment of the sick through advanced </li></ul><ul><li>medical research and discoveries. </li></ul><ul><li>Our Core Values </li></ul><ul><li>Compassion </li></ul><ul><li>Safety </li></ul><ul><li>Professional excellence </li></ul><ul><li>Embracing diversity </li></ul><ul><li>Complete honesty and integrity </li></ul><ul><li>Innovation through knowledge sharing and teamwork </li></ul>
  12. 14. A compelling and delicious Vision <ul><li>To be the restaurant of choice for Japanese cuisine in the Gainesville area. </li></ul>
  13. 15. A Zen Mission: Absolute Hospitality <ul><li>Our corporate culture is about passionate people who are focused and committed to Absolute Hospitality so we may become the very best in our industry. Absolute Hospitality means taking care of each other first, then our guests, then our vendors, and lastly our shareholders. We believe through Absolute Hospitality, we can continue to achieve professional success as well as personal success. </li></ul>
  14. 16. Values: The Credo <ul><li>Always strive to be excellent by exemplifying the Bushido and treating all team members and guests with care, understanding, respect and fairness. </li></ul>
  15. 17. The key to an effective vision: <ul><li>Over-communicate </li></ul>
  16. 18. 2. Robust Communication
  17. 19. <ul><li>Honesty </li></ul><ul><li>Transparency </li></ul><ul><li>Courage </li></ul><ul><li>Vulnerability </li></ul>The 4 key elements of robust communications
  18. 20. 3. Best People Talent
  19. 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>Some really great advice…
  20. 22. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern The 4 C’s of Trust
  21. 23. The mantra of excellent leaders <ul><li>I am good at what I do… and I do it because I care about you. </li></ul>
  22. 24. 4. Sense of Urgency
  23. 25. You must create a culture that… <ul><li>Rewards fast action-taking </li></ul><ul><li>Punishes barriers </li></ul><ul><li>Embraces change </li></ul><ul><li>Encourages risk taking </li></ul><ul><li>Accepts failure </li></ul><ul><li>Empowers everyone… </li></ul>
  24. 26. 4-Level Decision Making <ul><li>You own it. </li></ul><ul><li>Ask for input… you own it. </li></ul><ul><li>Team decision… I own it. </li></ul><ul><li>My call… I own it. </li></ul>
  25. 27. 5. Disciplined Execution
  26. 28. 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>
  27. 29. In other words… <ul><li>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. </li></ul>
  28. 30. Keys to Accountability <ul><li>Very Clear Expectations </li></ul><ul><li>Specific and Measurable Goals </li></ul><ul><li>Necessary Systems & Support </li></ul><ul><li>Robust Communication </li></ul><ul><li>Consistent Tracking of Performance </li></ul><ul><li>Timely Performance Reviews </li></ul><ul><li>Refuse to Tolerate mediocrity </li></ul>
  29. 31. 6. Extreme Customer Focus VOC
  30. 32. A few good quotes… <ul><li>“ We are not in the coffee business serving people… we are in the people business serving coffee.” Howard Schultz, CEO – Starbucks </li></ul><ul><li>“ We took our eye off the ball and it damn near put us out of business. We forgot that the customer pays ALL the bills. We are here to serve them, help them, support them. Not keeping that at the front of our minds almost cost us everything.” Lou Gerstner, CEO - IBM </li></ul><ul><li>“ The very future of our company hinges on our ability to understand and serve our customers better than any other firm. It is all about customer service, the products are actually secondary.” Jeff Immelt, CEO – GE </li></ul><ul><li>“ The only critic whose opinion counts, is the customer” – Mark Twain </li></ul>
  31. 33. Things have changed… 2008 2010
  32. 34. It used to be… Good Cheap Fast
  33. 35. Now you MUST deliver… <ul><li>The highest quality… </li></ul><ul><li>At the lowest possible price… </li></ul><ul><li>Immediately --- or sooner… </li></ul><ul><li>All while giving consistently superior customer service for an outstanding “Total Buying and Owning Experience.” </li></ul>
  34. 36. The Five Levels of Customer Service <ul><li>I don’t really care </li></ul><ul><li>Why try harder </li></ul><ul><li>Good enough is good enough </li></ul><ul><li>That’s nice </li></ul><ul><li>WOW – you guys are awesome!!!!! </li></ul>
  35. 37. Fundamental Customer Expectations <ul><li>Reliability: The ability to provide what was promised, on time, dependably and accurately. ( Honesty ) </li></ul><ul><li>Assurance: The knowledge and courtesy of employees, and their ability to convey trust and confidence. ( Competence ) </li></ul><ul><li>Empathy: The degree of caring and individual attention provided to customers. ( Concern ) </li></ul><ul><li>Responsiveness : The willingness to help customers and provide prompt service. ( Attitude ) </li></ul><ul><li>Tangibles: The physical facilities, equipment, and appearance of the personnel. ( Professionalism ) </li></ul>1 -10
  36. 38. <ul><li>From a study of more than 3,000 companies, down to the top 101 companies that profit from customer care… here are the Top Six Factors that were the fundamental tactics used to build and manage extraordinary levels of customer satisfaction and loyalty. </li></ul>
  37. 39. They listen to, understand, and respond (often in unique and creative ways) to the evolving needs and constantly shifting expectations of their customers. Own the VOC 1. Extreme Customer Focus
  38. 40. They establish a clear vision of what superior service is, communicate that vision to employees at all levels, and ensure that service quality is personally and positively important to everyone in the organization. . 2. Shared Customer Service Credo
  39. 41. 3. Process = Repeatable success <ul><li>They create systems, processes and protocols to ensure that service delivery is flawless… without stifling the creativity and initiative of their employees. </li></ul>
  40. 42. They establish concrete standards of service quality and regularly measure themselves against those standards, guarding against the “acceptable error” mindset by establishing as their goal 100% customer satisfaction performance. 4. Clear Standards + Accountability
  41. 43. Moments of Truth
  42. 44. Measure & Post Create A Dashboard of Key Indicators MPS Margin Per Sale Talent Customer Service Customer Retention
  43. 45. They hire the best people, train them carefully and extensively so they have the knowledge and skills to achieve the service standards, then empower them to work on behalf of the customers, whether inside or outside the organization. 5. Customer Focused Employees
  44. 46. They recognize and reward service accomplishments, sometimes individually, sometimes as a group effort, in particular celebrating the success of employees who go “one step beyond” for their customers. Deal decisively with mediocrity 6. Reward and Celebrate Success
  45. 47. Zappos Sales in 1998 = 0 Sales in 2008 = 1.2 Billion <ul><li>Looking back, a big reason we hit our goal early was that we decided to invest our time, money and resources into three key areas: customer service (which would build our brand and drive word-of-mouth), culture (which would lead to the formation of our core values), and employee training and development (which would eventually lead to the creation of our Pipeline Team). </li></ul><ul><li>Even today, our core belief is that our Brand , our Culture and our Pipeline are the only competitive advantages we will have in the long run. Everything else can and will be copied. </li></ul>Tony Hsieh – CEO Zappos
  46. 48. Master the first five… and then focus them on number six!
  47. 50. T HANK Y OU If you have any questions at all please do not hesitate to send a note or call. My email address is: Also, you might find value in the ideas I share in my blog. You can sign up for it at: Lastly, these slides have already been uploaded to: A wesomely S