Ethics, Expectations and Board Dynamics - Bob Whitman

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Ethics, Expectations and Board Dynamics - Bob Whitman

  1. 1. The Impact of a Great Board/CEO Partnership Summit Conference 2012 1
  2. 2. 2
  3. 3. Extraordinary Employee Engagement Superior World-Class Financial CustomerPerformance Loyalty 3
  4. 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. 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. 6. 1. Ensure that everyone has the same definition of “winning” (set the bar high)! 6
  7. 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. 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. 9. Extraordinary Employee Engagement Superior World-Class Financial CustomerPerformance Loyalty 9
  10. 10. 2. Narrow the focus to the smallest number of important “battles” necessary to win the “war”. 10
  11. 11. Narrow the Focus 11
  12. 12. Extraordinary Employee Engagement Superior World-Class Financial CustomerPerformance Loyalty 12
  13. 13. 3. Make building stakeholder trust and loyalty a key initiative for top management and for the board. 13
  14. 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. 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. 16. Building Trust and LoyaltyTrust always impacts 2 outcomes: Speed Cost 16
  17. 17. Building Trust and LoyaltyTrust TaxTrust Dividend 17
  18. 18. Building Trust and Loyalty 18
  19. 19. Building Trust and LoyaltyB. Trust can be Learned and MeasuredCredibility Increasesas Behaviors Change 19
  20. 20. Building Trust and Loyalty 20
  21. 21. 13 Behaviors of Trust 21

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