Catersource advantage


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  • Throughout this presentation I will use the example of two organizations: Old Puff and New Puff.This is where it started… (talk about lack of branding and limitation at time of purchase).
  • Talk about some of the successes in the last 10 years. End with listing some of the struggles that were experienced when Sharol was around.Mention that you and the leadership team are proud of the successes, but there is still more work to be done. The heavy lifting started on your way to Key West with the family and that was the most crucial decision.
  • Smart is what people focus on first. Use scale to show what most people do. however, healthy is more important.Discuss marketing management example and how this (in part) has led to our current vetting process.1. Megan, was picked by Erin.2. Taylor was coordinator and moved into leadership role by accident or default. Engages Websolvers to partner with marketing. Taylor wasn’t able to manage responsibilities. 3. Warren understood the issue of transition, and tried to make it work by provide Taylor with resources. But she wasn’t the right person in the right seat on the bus.
  • Pulling in same directionAre you all in agreementHow does the communication make it’s way down to people
  • Old puff vs. current puff
  • Trust – what we discuss will actually happen and remain confidential
  • Not easy. Conflict can become emotion.Use example of unified leadership meeting. Embracing Accountable – Not to warren, but to the team
  • Here is something that you can execute in your company tomorrow.Warren’s struggle.Gain a greater understanding of one another provide prospective.
  • Leadership check – not engagement in side conversation Mine for conflict for meetings – your silence might convey acceptance, but it actually indicates disagreement.
  • Team members commit to providing support (Lauren), even if it for an idea that is not their own.
  • Drilled this information down each team.
  • Warren wants to deliver a better world for staff in order to delivery a better for the client.
  • Show Puff’s core values. Great values, but not great at communicating and allowing to govern what we do.
  • Add puff answers here – mission statement
  • Getting our leaders align with a common goal.
  • No good if it live up top. Then it will push down.
  • Antonio’s exampleGreg situation concerning how information.
  • Fire fast and hire slow.
  • We need to work on this.
  • Catersource advantage

    2. 2. Old Puff • Opened in 1980 as family-owned business • Positive reputation in the community • Purchased in 2003, annual sales of $1.8M, at operational limit • Infrastructure required improvements to support growth
    3. 3. New Puff • Tremendous potentials + aggressive growth plan = 267% growth in 3 years • Over 400 staff members – Diversifying segment base • Expanded to Tampa with acquisition and now a new commissary • Five exclusive venues • Engaged Leadership Team
    4. 4. Two Requirements for Success • Strategy • Marketing • Finance • Technology • Minimal Politics • Minimal Confusion • High Morale • High Productivity • Low Turnover Smart Health
    5. 5. The Four Disciplines
    6. 6. Two Organizations First – Lead by a team open, passionate, able to debate issues and commit to decisions, who hold each other accountable and focus on what’s best for the company. Second – Lead by a team guarded and protective, holding back in difficult conversations, half-hearted, and hesitant to point out other’s unproductive behaviors, pursuing their own agenda. Where do you want to work?
    7. 7. Build a Cohesive Leadership Team • A leadership team is a small group of people who are collectively responsible for achieving a common objective for the organization • ‘A small group of people’ – 3 to 12, and really ideal would be 3-8 • ‘Collectively responsible’ – selfless and shared sacrifices • ‘Common objectives’ – collective focus, with comp tied to that achievement
    8. 8. 2014 Organizational Chart Management Team
    9. 9. Teamwork Model
    10. 10. Five Behavioral Principles 1. Building Trust: Team members who trust one another are comfortable being open, even exposed, to one another about their failures, weaknesses and fears. 2. Mastering Conflict: When trust is present, teams are able to engage in unfiltered ideological debate around ideas, issues and decisions that must be made. 3. Achieving Commitment: The ability to engage in conflict and provide input enables team members to buy-in or commit to decisions. 4. Embracing Accountability: After commitment is established, team members must be willing to hold one another accountable and remind each other when actions are counterproductive to the team. 5. Focusing on Results: Collective team results must supersede any departmental or personal objectives or pursuits.
    11. 11. Aligning the leaders
    12. 12. Personal Histories Exercise • Purpose: To improve trust by giving team members an opportunity to demonstrate vulnerability in a low-risk way and to help team members understand one another at a fundamental level so that they can avoid making false attributions about behaviors and intentions. • Time Required: 15 — 25 Minutes • Instructions: Go around the table and have everyone answer three questions about themselves. 1. Where did you grow up? 2. How many siblings do you have and where do you fall in that order? 3. Please describe a unique or interesting challenge or experience from your childhood. • Debrief: Ask team members to share what they learned about one another that they didn't already know. This reinforces the purpose of the exercise and allows for a natural ending to the conversation.
    13. 13. Mastering Conflict • With trust, conflict is just pursuit of truth • Conflict avoidance at the top transfers it down • Ideally, the team should engage in constructive conflict but not destructive • Willing to recover if the line gets crossed • Mine for conflict in meetings, and reinforce it when it happens • Trust is critical
    14. 14. Achieving Commitment • Can’t happen without trust and conflict – people need to provide input, ask questions and understand the rationale of decisions • Can’t wait for consensus – disagree and commit • Leader’s responsibility to break ties • Have to prevent passive sabotage (undermining piece and not allowing it to come up after the fact) • Must have clear agreement on message
    15. 15. • Requires commitment first • Peer-to-peer accountability is the primary and most effective source of accountability on the leadership team of a healthy organization • Can’t all come from leader, but leader has to be willing to confront • Hardest part of building a cohesive team • Ultimately, courageous and selfless (it’s not about you or me, it’s about the company) Embracing Accountability
    16. 16. Focusing on Results • Ultimate outcome of trust, conflict, commitment and accountability is results • Need to focus on collective goals – not departmental goals – one team, one score • Have to place higher priority on leadership team than the team they lead • Leadership team must embrace the power of team number one
    17. 17. Two Organizations First - Led by a team who share a passion for what they do, abide by a set of values; have a clear plan for success and know exactly how they differ from their competition; can articulate their top priority and understand how every team member contributes to achieving that priority. Second - Run by a group of well-intentioned executives who have a good understanding of the details of the business but are not strategic; they talk about being more strategic, but don’t have a consistent method for evaluating decisions, and manage a long list of diverse goals; and most have a limited knowledge about the responsibilities of their peers. How much of an advantage does the first have over the second?
    18. 18. Creating Clarity The leadership team must agree on the answers to six simple but critical questions 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what?
    19. 19. Question 1: Why do we exist? • Core purpose from Built to Last • Why a company exists has to be completely idealistic • Employees in every organization need to know that at the heart of what they do lies something grand and aspirational • Ultimately, every company exists to make lives better • Not designed to be tactical or practical • Based on the real motivations of the people who founded or are running the organization • Not about marketing – internal or external • Answers ‘How do we contribute to a better world?’ (Both them and for us) • Take that answer and ask Why? To get to highest purpose
    20. 20. Question 2: How do we behave? • Core values guide employee behavior • Can’t be effective if broad and inclusive • Types of Values – Core – just 2-3 that are inherent and unchanging – Aspirational – values a company wants to develop – Permission-to-Play – minimum behavioral standards – Accidental – unintentional values developed over time • Core values – Apparent in the organization for a long time – Must be more committed to this value than 99% of competitors – Found in best employees (and missing in employee misfits) – Must be embodied by leadership team
    21. 21. Question 3: What do we do? • Simplest of the six questions • Not idealist – just a description of what the organization actually does • One-sentence business definition • No adverbs or qualifiers, no details on strategy • Can change over time • What’s yours?
    22. 22. Question 4: How Will We succeed? • Essentially – the strategy • Strategy is simply the plan for success – intentional decisions a company makes to thrive and differentiate from competitors • Broad – every decision is part of it • Important to boil down to 3 strategic anchors • Create an exhaustive list of everything intentional you do – hiring, product/service approach, marketing, décor • Then look for patterns to find three strategic anchors • Strategic anchors change when market conditions change • Provide clarity to walk away from opportunities that don’t align with strategic anchors
    23. 23. Question 5: What is most important, right now? • Most immediate and tangible impact on the company • Companies have too many top priorities • Create alignment by having one top priority at any given time • Identify a thematic goal – Singular – one thing is the most important now – Qualitative – not about specific numbers (yet) – Temporary – clear time boundary of 3 to 12 months – Shared across leadership team – all member focused on this as their top priority • Not about rallying the troops – more about clarity for how the leadership team will spend their time and resources • Must identify four to six defining objectives to achieve, and also identify standard operation objectives
    24. 24. Question 6: Who must do what? • Division of labor – starts at the top • Easy step but can’t be overlooked • Worthwhile to clarify so everyone on the leadership team knows and agrees on who does what • Make sure all critical areas are covered
    25. 25. Two Organizations First - Led by a team who remind employees why the company exists, its core values , its strategy and its top priority. They communicate the same message to employees, and make sure they know the concerns and ideas of their people to use in decision making. The company has simple practices for recruiting and orienting people based on core values, managing performance based on top priorities, and training and rewarding based on culture and strategy. Second – Leadership team limits communication to a few events each year, mainly on tactical initiatives, doesn’t share consistently after meetings, and aren’t aware of employee opinions. The company has plenty of processes, but most are generic and complicated, not customized to the unique culture and operations of the company. How much of an advantage does the first have over the second?
    26. 26. Over-communicate Clarity • Employees are skeptical about what they’re told unless they hear it consistently over time. • Need to be CROs – Chief Reminding Officers. But Leaders are hesitant to repeat themselves. Why? – It seems wasteful and inefficient – want to avoid redundancy – They fear it is insulting or patronizing to repeat a message. – They get bored saying the same things over and over. – Need to overcome all this and do more reinforcing of key messages. • Leaders need to tell ‘true rumors’ • Cascading communication takes the message through the company • Three keys to cascading communication – Consistency of message – Timeliness of delivery – Live, real-time communication • Have to end leadership meetings answering the question: What are we going to go back and tell our people? And make sure there is agreement
    27. 27. Reinforce Clarity • Every process that involves people needs to reinforce the answers to the six questions • You need to institutionalize culture without bureaucratizing it • Hiring, performance management, training and compensation need simple systems specific to the company • Hire for cultural fit • Orientation needs to be built around the six answers and leaders need to take an active role in design and delivery • Performance management needs to be simple and stimulate the right kinds of conversations on the right topics. • Compensation & reward has to be tied to one or more of the big six questions • Leaders need to give recognition and personal appreciation, and be quick to take out employees who don’t fit the values
    28. 28. Great Meetings • A cohesive team with clarity requires more meeting time, not less. • Eliminate meeting stew – can’t combine tactical, admin, strategy, personnel and brainstorming in one session. • Four types of meetings – Administrative – Daily Check-In – 5-10 minutes – Tactical – Weekly Staff Meeting – 45-90 minutes • Real time agenda – issues & what’s most important now? – Strategic – Adhoc Topical- 2-4 hours • Competitive threat, revenue drop, new opportunity – monthly or so – Developmental – Qtr Off-Site – ½ to 1 full day • Review strategic anchors, cohesiveness – clarity, communication
    29. 29. Checklist for A Cohesive Leadership Team • The leadership team is small enough to be effective (3 to 10 people) • Members of the team trust one another and can be genuinely vulnerable with each other • Team members regularly engage in productive, unfiltered conflict around important issues • The team leaves meetings with clear-cut, active and specific agreements around decisions • Team members hold one another accountable to commitments and behaviors • Members of the leadership team are focused on team number one. They put the collective priorities and needs of the larger organization ahead of their own departments or themselves.
    30. 30. Checklist for Creating Clarity • Members of the leadership team know, agree on, and are passionate about the reason the organization exists • The leadership team has clarified and embraced a small, specific set of behavioral values • Leaders are clear and aligned around a strategy that helps them define success and differentiate from competitors • The leadership team has a clear, current goal with a collective sense of ownership for that goal • Members of the leadership team understand one another’s roles and responsibilities, and are comfortable asking questions about one another’s work • The elements of clarity are concisely summarized (‘Play Book’) and reviewed regularly by the leadership team
    31. 31. Checklist for Overcommunicating Clarity • The leadership team has clearly communicated the six aspects of clarity to all employees. • Team member regularly remind the people in their departments about those aspects of clarity. • The team leaves meetings with clear and specific agreement about what to communicate to their employees, and they cascade those messages quickly after meetings. • Employees are able to accurately articulate the organization’s reason for existence, values, strategic anchors and goals.
    32. 32. Checklist for Reinforcing Clarity • The organization has a simple way to ensure that new hires are carefully selected based on the company’s values. • New people are brought into the organization by thoroughly teaching them about the six elements of clarity. • Managers throughout the organization have a simple, consistent and non-bureaucratic system for setting goals and reviewing progress with employees. • Employees who don’t fit the values are managed out of the company. Poor performers who do fit the values are given the coaching and assistance they need to succeed. • Compensation and reward systems are built around the values and goals of the organization.
    33. 33. Organization Health “When an organization’s leaders are cohesive, when they are unambiguously aligned around a common set of answers to a few critical questions, when they communicate those answers again and again and again, and when they put effective processes in place to reinforce those answers, they create an environment in which success is almost impossible to prevent. Really.” Patrick Lencioni
    34. 34. CATERING PURCHASING SOLUTIONS Las Vegas Convention Center South Hall – Room S113 1pm – 2pm on Tuesday March 25th
    35. 35. THANK YOU! Warren Dietel | | 407.629.7833 To download a copy of my slides, go to: | Twitter: @pscatering