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Ethics, Expectations and Board Dynamics - Bob Whitman
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Ethics, Expectations and Board Dynamics - Bob Whitman

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  • 1. The Impact of a Great Board/CEO Partnership Summit Conference 2012 1
  • 2. 2
  • 3. Extraordinary Employee Engagement Superior World-Class Financial CustomerPerformance Loyalty 3
  • 4. 1,700 organizations 350,000 employee surveys on execution practices 17,102 separate work units – hundreds of “matched pairs” Interviews with >5,000 unitsFinancial, Customer Loyalty, and Employee Engagement data 4
  • 5. The Big Challenge Lies in Moving the Middle 100 90 80 70% Achieving 60 50 40 30 20 10 0 Not Ever Not Yet With Excellence Adopt Will Never Adopt Will Never Adopt Adopt Could Adopt Could Will Never Adopt Adopt Performance Level Performance Level 5
  • 6. 1. Ensure that everyone has the same definition of “winning” (set the bar high)! 6
  • 7. Same Definition of “Winning”50% of management teams viewed as great performers actually were not. -FranklinCovey study for Coca Cola Retailing Research Council Perceived “Great Performers” As Expected 27% Overachievers 50% Under- achievers 23% 7
  • 8. Same Definition of “Winning”600 600480 397360240120 95 23 0 Top 600 Stores Also in top 25% Also in top 25% Also in top 25% On SALES on sales vs. on CUSTOMER on EMPLOYEE FULL POTENTIAL SATISFACTION RELATIONS 8
  • 9. Extraordinary Employee Engagement Superior World-Class Financial CustomerPerformance Loyalty 9
  • 10. 2. Narrow the focus to the smallest number of important “battles” necessary to win the “war”. 10
  • 11. Narrow the Focus 11
  • 12. Extraordinary Employee Engagement Superior World-Class Financial CustomerPerformance Loyalty 12
  • 13. 3. Make building stakeholder trust and loyalty a key initiative for top management and for the board. 13
  • 14. Building Trust and LoyaltyA. Trust is FinancialTotal Return to Shareholders for organizations withhigh trust is almost 3x higher than organizationswith low trust. -Watson Wyatt study 14
  • 15. Building Trust and Loyalty NPS: Absolute Score & Relative Score Correlation 50 25 WinnersCNPS Target Store 0 Runners-up -25 Losers -50 -75 -50 -25 0 25 Distance Between Actual Target Store’s CNPS & Toughest Competitor CNPS 15
  • 16. Building Trust and LoyaltyTrust always impacts 2 outcomes: Speed Cost 16
  • 17. Building Trust and LoyaltyTrust TaxTrust Dividend 17
  • 18. Building Trust and Loyalty 18
  • 19. Building Trust and LoyaltyB. Trust can be Learned and MeasuredCredibility Increasesas Behaviors Change 19
  • 20. Building Trust and Loyalty 20
  • 21. 13 Behaviors of Trust 21

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