Quality Leadership: Creating A Culture For Success


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  • Visual 3: Six Market-Leading Businesses 3M serves customers through six market-focused businesses. All six produce innovative products, hold leading market positions and generate solid returns on investment.
  • 2008 Corporate Overview v1 4.4.08
  • Our Values Now, let’s look at our values as a company. We are committed to: Act with uncompromising honesty and integrity in everything we do Satisfy our customers with innovative technology and superior quality, value and service Provide our investors an attractive return through sustainable, global growth Respect our social and physical environment around the world Value and develop our employees' diverse talents, initiative and leadership Earn the admiration of all those associated with 3M worldwide These values tell us what we want to achieve and the way we want to operate as a company. We strive for 100 percent customer and employee satisfaction.
  • 2008 Corporate Overview v1 4.4.08
  • 2008 Corporate Overview v1 4.4.08
  • High-Performance Culture Our employees are the most important reason for our success. They are united by their singular commitment to make life easier and better for people around the world. We welcome and depend on a richly diverse employee base. Working with a great team is important to employee engagement, and 3M encourages employees around the globe to share ideas and innovate. Our focus on innovation means each employee is encouraged to try something new. For example, employees may take time during work to explore ideas outside of their day-to-day job, which has historically been formalized as the “15 percent rule.” We hire talent at all levels from all over the world and our broad array of markets, technologies and global locations provides employees with a huge number of opportunities for growth. 3M’s focus on cross-functional, cross-market career growth means employees can continue growing throughout their career. Continuous improvement is imbedded in our culture. Across 3M, employees are enhancing their knowledge and skills in order to meet changing customer needs and realize their full potential. Our employees also are committed to high standards of ethical business conduct. They recognize that good reputations are much more easily lost than won, and they work hard to protect this important asset.
  • Here are 3M’s new Leadership Attributes. [Speaker: Please provide verbal explanations in line with the descriptions following each attribute listed below. Below are high-level descriptions. If your business or country has created country- or business-specific descriptions, please use those.] 3M encourages all employees to: Think from the outside in - Create and execute flexible, results-oriented strategy based on comprehensive understanding of customer, competitor and other outside interests and events relevant to the business Drive innovation and growth - Expand revenue by setting stretch goals, encouraging sound analysis and the development of new opportunities and innovative approaches to serve customers and the markets where we do business Develop, teach and engage others - Inspire other employees to take responsibility for company and unit performance in a way that engages employees to stretch, create and take risks to contribute to corporate and business unit strategies and plans, and helps employees to fully develop and utilize their skills Make courageous decisions - Manage ambiguous, complex or challenging situations with intelligence, speed and courage while holding oneself and others accountable for decisions, actions and performance Lead with energy, passion and urgency - Contribute to an environment where teams can quickly respond to changing circumstances and are highly motivated to succeed and win Live 3M values - Act with uncompromising honesty, integrity and professional ethics in a way that constructively challenges processes and behaviors and encourages the inclusive behavior of others 3M encourages all employees to practice the Leadership Attributes in their daily work, and supervisors are expected to provide feedback and guidance to help employees enhance performance. Note to Speaker: if your organization plans to create business-specific or country-specific behaviors, please reference how employees in your organization will receive those.
  • Quality Leadership: Creating A Culture For Success

    1. 1. Leadership Culture at 3M Mary Griep, Director Lean Six Sigma Operations & Corporate Quality – 3M Company Quality Leadership “ Creating the Culture for Success”
    2. 3. Six Market-Leading Businesses
    3. 4. Consumer and Office Business Display and Graphics Business Electro and Communications Business Health Care Business Industrial and Transportation Business Safety, Security and Protection Services Business
    4. 5. Solving Problems Everywhere <ul><li>Operate companies in more than 60 countries </li></ul><ul><ul><li>35 international companies with manufacturing operations, 34 with laboratories </li></ul></ul><ul><ul><li>In the United States, operations in 29 states </li></ul></ul><ul><li>R&D and related expenditures total $6.711 billion for the last five years </li></ul><ul><li>More than 76,000 employees worldwide </li></ul><ul><li>We provide ‘borderless customer success’ </li></ul>© 3M 2009. All Rights Reserved.
    5. 6. 3M Strategic Direction is All About Growth <ul><li>And . . . </li></ul><ul><li>Growth is derived from Innovation </li></ul><ul><ul><ul><li>Growth in Organization </li></ul></ul></ul><ul><ul><ul><li>Growth in People </li></ul></ul></ul><ul><ul><ul><li>Growth in Relationships </li></ul></ul></ul>
    6. 7. Our Values <ul><li>Act with uncompromising honesty and integrity in everything we do </li></ul><ul><li>Satisfy our customers with innovative technology and superior quality, value and service </li></ul><ul><li>Provide our investors an attractive return through sustainable, global growth </li></ul><ul><li>Respect our social and physical environment around the world </li></ul><ul><li>Value and develop our employees' diverse talents, initiative and leadership </li></ul><ul><li>Earn the admiration of all those associated with 3M worldwide </li></ul>
    7. 8. Community Citizenship <ul><li>3M actively supports educational, health, social services and other programs in the many communities where we do business. </li></ul><ul><li>3M Foundation grants, employee volunteerism and 3M product donations all come together to help raise the human care quotient of 3M communities. </li></ul><ul><li>In 2008, donations of cash and products totaled nearly $49 million in the U.S. alone. </li></ul>© 3M 2009. All Rights Reserved. 3M at work in the community
    8. 9. Environmental Results Worldwide <ul><li>Prevented the generation of 2.7 billion pounds of pollutants since 1975 with more than 6,800 3P projects. </li></ul><ul><li>Cut volatile organic air emissions 95%. </li></ul><ul><li>In 2008 again, received the ENERGY STAR Sustained Excellence Award for Energy Management. </li></ul><ul><li>3M reduced absolute greenhouse gas emissions by 54% from 1990-2006. </li></ul>© 3M 2009. All Rights Reserved. Our progress toward sustainability
    9. 10. High-Performance Culture <ul><li>We respect the dignity and worth of all individuals, encourage the initiative of each employee, challenge individual capabilities and provide equal opportunity for development. </li></ul><ul><li>3M Human Resource Principles </li></ul>A diverse group of individuals in more than 60 countries
    10. 11. 3M Leadership Attributes <ul><li>3M encourages all employees to: </li></ul><ul><li>Think from the outside in </li></ul><ul><li>Drive innovation and growth </li></ul><ul><li>Develop, teach and engage others </li></ul><ul><li>Make courageous decisions </li></ul><ul><li>Lead with energy, passion and urgency </li></ul><ul><li>Live 3M values </li></ul>
    11. 12. Leadership Development <ul><ul><li>Developing a Global Talent Pipeline to Create Venues in which People can Demonstrate their Capability </li></ul></ul><ul><ul><ul><li>Experience outside Home Country </li></ul></ul></ul><ul><ul><ul><li>Stretch Roles </li></ul></ul></ul><ul><ul><ul><li>Business / Staff / Function Experiences </li></ul></ul></ul><ul><ul><ul><li>Mentoring / Coaching Relationships </li></ul></ul></ul><ul><ul><li>Growing Commitment to Leadership Development </li></ul></ul><ul><ul><ul><li>Leadership is a part of 3M’s Fabric </li></ul></ul></ul><ul><ul><ul><li>Investment in Leadership is an Investment in 3M’s Future </li></ul></ul></ul><ul><ul><ul><li>Develop Current as well as Future Leaders </li></ul></ul></ul><ul><ul><ul><li>CEO & Management Team Drive the Leadership Strategy </li></ul></ul></ul><ul><ul><ul><ul><li>By aligning learning strategy to business strategy we can leap ahead of the pack in achieving our growth agenda </li></ul></ul></ul></ul><ul><ul><li>Leaders Teaching Leaders </li></ul></ul><ul><ul><ul><li>Expectation of leaders – coaching and teaching </li></ul></ul></ul>
    12. 13. LD Best Practices Hewitt Award &quot;Top Companies for Leaders” 2005 and 2007 Hay Group Chief Executive Magazine &quot;Best Companies for Leaders” 2007 and 2008 Fortune “ World’s Most Admired Companies” 2009 Business Week’s “ World’s 50 Most Innovative Companies” 2009
    13. 14. LD Best Practices <ul><li>Leaders Teaching Leaders </li></ul><ul><li>Focus on Business Needs </li></ul><ul><li>Relationships with the Executives </li></ul><ul><li>Business Critical Content </li></ul><ul><li>Learning Methods </li></ul><ul><li>Customized Training </li></ul>
    14. 15. Quality Leadership…How it has evolved
    15. 16. Quality Leaders Must Be “Catalysts” for Change <ul><li>Understand the external factors that will impact the business </li></ul><ul><li>Scan the business landscape and identify new ideas </li></ul><ul><ul><li>Benchmark other companies for Best Practices </li></ul></ul><ul><ul><li>Bring the “Big Ideas” to senior management </li></ul></ul><ul><li>Have a “POV” on key issues and ideas </li></ul><ul><li>Commit to strengthen and build customer intelligence </li></ul><ul><li>Improve operational excellence and speed to market </li></ul><ul><li>Build the next generation of quality leaders and customer advocates </li></ul>
    16. 17. Thomas C. Gibson <ul><li>“ People only change when confronted with strong leadership, crisis, or both. Therefore, unless you are willing to be at the whim of crises, strong leadership is the only reliable change force you have.” </li></ul>
    17. 18. Quality Leaders Must Wear Multiple Hats <ul><li>Lead initiatives </li></ul><ul><li>Coaches to senior management </li></ul><ul><li>Trusted advisors </li></ul><ul><li>The Honest Brokers </li></ul><ul><li>Teachers & facilitators </li></ul><ul><li>Catalyst for new ideas or external environment issues </li></ul><ul><li>Be the voice of the customer, the business and employees </li></ul>
    18. 19. Good Quality Leaders are Good Teachers <ul><li>“ Good Leaders have a teachable point for view. We can articulate an accurate set of ideas that encourage a change in behaviors.” </li></ul><ul><ul><li>Noel Tichy, Leaders Developing Leaders </li></ul></ul>
    19. 20. Quality Leaders are also required to: <ul><li>Be the Voice of the Customer </li></ul><ul><li>Be the Voice of the Business </li></ul><ul><li>Be the Voice of the Employee </li></ul>
    20. 21. Quality Leaders Have Ideas, Energy and Edge <ul><ul><li>Quality Leaders should have IDEAS ….. about the business that drive performance improvement. </li></ul></ul><ul><ul><li>Quality Leaders should bring positive Energy ….. to the Organization. </li></ul></ul><ul><ul><li>Quality leaders should have Edge ….. promote decision making and help management make the tough Yes/No decisions. </li></ul></ul>Attitude
    21. 22. Anonymous Sage <ul><li>“ Recognize that every ‘out front’ maneuver you make is going to be lonely. If you feel entirely comfortable, then you’re not far enough ahead to do any good. That warm sense of everything going well is usually the body temperature at the center of the herd.” </li></ul>
    22. 23. In our Company…It’s all about Leaders………… Building Value for Customers