Focusing on the Fundamentals of Excellence
A  few of my clients:
For the past 21 years…
What does this mean to me? How can I use this idea? What can I do right away? I am NOT a guru…
 
The Pattern of Business Success
(T + C + ECF) x DE = Success
Talent + Culture Talent
Here is how I define talent… <ul><li>Highly Competent </li></ul><ul><li>Impeccable Character </li></ul><ul><li>Excellent C...
What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments.  Deliver...
<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 acco...
The 4 Cs of  TRUST Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
“ I am good at what I do… and I do it because I care about you.”
John Spence High Performance Team Model <ul><li>D </li></ul><ul><li>M </li></ul><ul><li>C </li></ul><ul><li>C </li></ul><u...
SMART  Communications Dialogue Avoid Attack
11 Key Team Competencies: <ul><li>Setting clear, specific and measurable goals. </li></ul><ul><li>Making assignments extre...
C  = Culture <ul><li>Business Side </li></ul><ul><li>Innovation </li></ul><ul><li>Proactivity </li></ul><ul><li>Accountabi...
Top High-Potential VPs from GE, Microsoft, Verizon, Qualcomm, State Farm, Abbott and Merrill Lynch… <ul><li>Credible </li>...
A Culture of Leadership <ul><li>Character </li></ul><ul><li>Courage </li></ul><ul><li>Communication </li></ul><ul><li>Coll...
The key elements of a winning culture:  Employees <ul><li>Fun </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul...
What do engaged employees look like? <ul><li>They give more discretionary effort. </li></ul><ul><li>They consistently exce...
The Six Universal Drivers of Engagement <ul><li>Caring, competent, and engaging senior leaders. </li></ul><ul><li>Effectiv...
<ul><li>“ When I make a mistake I am recognized  100%  of the time, but when I do something right I am  NOT  recognized 99...
1,300,000 interviews :  Basic 4 + 1  From: The Orange Revolution by Gostick and Elton
The Rule of  3 <ul><li>Wow  – breakthrough teams commit to a clear and specific standard of world-class performance. </li>...
E xtreme  C ustomer  F ocus
“ But I don’t have any customers.”
VOC = Voice of the Customer
(T + C + ECF) x  DE   =    Success
10 – 15 %
What Inhibits Execution? National Survey of 4,000 Senior Executives <ul><li>4. Inability to work together (21%) </li></ul>...
Anyone who tells you they enjoy change… should seek immediate professional help.
Emotional Response to Perceived Negative Change Stability Immobilization Denial Anger Bargaining Depression Testing Accept...
In other words… <ul><li>In order to succeed you need a high-performance team that embraces a strong culture of disciplined...
Effort  is important… but you are measured on  RESULTS
SUMMARY of Key Strategies <ul><li>A Vivid Vision for Success </li></ul><ul><li>Clear Goals and Standards </li></ul><ul><li...
 
Independent Workshop <ul><li>Based on everything you have just learned, what do  you  feel are  THREE   specific action st...
Table Workshop <ul><li>Each person will share their three personal action steps – and then each table is responsible for d...
For those who are prepared… … chaos brings opportunity
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:  john@j...
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UF office of the CFO

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Fundamentals of Excellence

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UF office of the CFO

  1. 1. Focusing on the Fundamentals of Excellence
  2. 2. A few of my clients:
  3. 3. For the past 21 years…
  4. 4. What does this mean to me? How can I use this idea? What can I do right away? I am NOT a guru…
  5. 6. The Pattern of Business Success
  6. 7. (T + C + ECF) x DE = Success
  7. 8. Talent + Culture Talent
  8. 9. Here is how I define talent… <ul><li>Highly Competent </li></ul><ul><li>Impeccable Character </li></ul><ul><li>Excellent Communicator </li></ul><ul><li>Positive Attitude </li></ul><ul><li>Creative /Innovative </li></ul><ul><li>Risk Tolerant </li></ul><ul><li>Strong Drive </li></ul><ul><li>Solid Team Player </li></ul>Job Description + Competency Model WHAT WHO
  9. 10. 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.
  10. 11. <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>
  11. 12. The 4 Cs of TRUST Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
  12. 13. “ I am good at what I do… and I do it because I care about you.”
  13. 14. John Spence High Performance 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
  14. 15. SMART Communications Dialogue Avoid Attack
  15. 16. 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>1 - 10
  16. 17. C = Culture <ul><li>Business Side </li></ul><ul><li>Innovation </li></ul><ul><li>Proactivity </li></ul><ul><li>Accountability </li></ul><ul><li>Execution </li></ul><ul><li>Customer Focus </li></ul><ul><li>Ownership Mentality </li></ul>
  17. 18. Top High-Potential VPs from GE, Microsoft, Verizon, Qualcomm, State Farm, Abbott 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>
  18. 19. A Culture of Leadership <ul><li>Character </li></ul><ul><li>Courage </li></ul><ul><li>Communication </li></ul><ul><li>Collaboration </li></ul><ul><li>Compassion </li></ul><ul><li>Contribution </li></ul>
  19. 20. The key elements of a winning culture: Employees <ul><li>Fun </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul><ul><li>Fair </li></ul>Freedom Pride Praise Meaning Accomplishment 1 -10
  20. 21. What do engaged employees look like? <ul><li>They give more discretionary effort. </li></ul><ul><li>They consistently exceed expectations. </li></ul><ul><li>They take more responsibility and initiative. </li></ul><ul><li>They receive better customer service ratings. </li></ul><ul><li>They offer more ideas for improvement. </li></ul><ul><li>They promote and model teamwork. </li></ul><ul><li>They volunteer more for extra assignments. </li></ul><ul><li>They anticipate and adapt better to change. </li></ul><ul><li>They persist at difficult work over time. </li></ul><ul><li>They speak well of the organization. </li></ul>1 - 10
  21. 22. The Six Universal Drivers of Engagement <ul><li>Caring, competent, and engaging senior leaders. </li></ul><ul><li>Effective managers who keep employees aligned and engaged. </li></ul><ul><li>Effective teamwork at ALL levels. </li></ul><ul><li>Job enrichment and professional growth. </li></ul><ul><li>Valuing employee Contributions. </li></ul><ul><li>Concern for employee well being. </li></ul><ul><li>1 - 10 </li></ul>
  22. 23. <ul><li>“ When I make a mistake I am recognized 100% of the time, but when I do something right I am NOT recognized 99% of the time.” </li></ul>
  23. 24. 1,300,000 interviews : Basic 4 + 1 From: The Orange Revolution by Gostick and Elton
  24. 25. The Rule of 3 <ul><li>Wow – breakthrough teams commit to a clear and specific standard of world-class performance. </li></ul><ul><li>No Surprises – all team members are accountable for openness and honest debate, and each knows what to expect from the others. </li></ul><ul><li>Cheer – team members support, recognize, appreciate and cheer each other and the group to victory </li></ul>From: The Orange Revolution by Gostick and Elton
  25. 26. E xtreme C ustomer F ocus
  26. 27. “ But I don’t have any customers.”
  27. 28. VOC = Voice of the Customer
  28. 29. (T + C + ECF) x DE = Success
  29. 30. 10 – 15 %
  30. 31. 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>
  31. 32. Anyone who tells you they enjoy change… should seek immediate professional help.
  32. 33. Emotional Response to Perceived Negative Change Stability Immobilization Denial Anger Bargaining Depression Testing Acceptance Time Passive Active Emotional Response
  33. 34. 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>
  34. 35. Effort is important… but you are measured on RESULTS
  35. 36. SUMMARY of Key Strategies <ul><li>A Vivid Vision for Success </li></ul><ul><li>Clear Goals and Standards </li></ul><ul><li>Embrace Change </li></ul><ul><li>Teamwork </li></ul><ul><li>Ownership Mentality </li></ul><ul><li>Courageous Communication </li></ul><ul><li>Disciplined Execution </li></ul>
  36. 38. Independent Workshop <ul><li>Based on everything you have just learned, what do you feel are THREE specific action steps that YOU can take to make significant positive improvements in the way you do your job every day? </li></ul>
  37. 39. Table Workshop <ul><li>Each person will share their three personal action steps – and then each table is responsible for developing a list of your Top Three Recommendations for Improvement of the Overall Organization. </li></ul>
  38. 40. For those who are prepared… … chaos brings opportunity
  39. 41. 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: john@johnspence.com Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.johnspence.com/blog Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence
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