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Miami Dade Leading Winning Culture Ed.9.1.08


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Miami Dade Leading Winning Culture Ed.9.1.08

  1. 1. Leading a Winning Culture
  2. 2. 74% 88% 23,000,000 Trust & Respect
  3. 3. Sustainable Competitive Advantages: Culture of… Continuous Innovation Extreme Customer Focus High Performance Teams
  4. 4. What is the most important driver of innovation and success? <ul><li>53% Supportive “team oriented” organizational culture. </li></ul><ul><li>21% Committed and passionate leaders. </li></ul><ul><li>13% Clear and measurable goals. </li></ul><ul><li>13% Finding and retaining top talent. </li></ul>1,500 Senior executives from the Fortune 500
  5. 5. Top High-Potential VPs from GE, Microsoft, Verizon, Qualcomm, State Farm, 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>
  6. 6. Credibility <ul><li>Complete honesty and transparency </li></ul><ul><li>Impeccable integrity </li></ul><ul><li>Knows how to do their job well </li></ul><ul><li>A compelling vision for the future </li></ul><ul><li>Passion and excitement </li></ul>
  7. 7. Respectful <ul><li>Open to the ideas of others </li></ul><ul><li>Treats people with dignity </li></ul><ul><li>Treats people fairly </li></ul>
  8. 8. “ A Great Place to Work” From the 100 Best Companies to Work For Study <ul><li>Fun </li></ul><ul><li>Fair </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul><ul><li>Freedom </li></ul><ul><li>Pride </li></ul><ul><li>Praise </li></ul><ul><li>Meaning </li></ul>
  9. 9. When you boil it all down… <ul><li>Opportunity </li></ul><ul><li>Appreciation </li></ul><ul><li>Meaning </li></ul>
  10. 10. Approachable <ul><li>Genuine </li></ul><ul><li>IQ + EQ </li></ul><ul><li>Great listener </li></ul><ul><li>Appreciative </li></ul><ul><li>K.N.L </li></ul>
  11. 11. Highly Professional <ul><li>Impressive talent </li></ul><ul><li>Self-aware </li></ul><ul><li>Always learning & improving </li></ul><ul><li>Insightful and innovative </li></ul><ul><li>Pro-active </li></ul><ul><li>Results Driven </li></ul><ul><li>Accountable </li></ul>
  12. 12. Ground Rules for a Professional Organization <ul><li>Staff agrees to be managed and coached to strictly enforced standards of performance and quality work. </li></ul><ul><li>Teamwork is mandatory, not optional. </li></ul><ul><li>Excellence in customer satisfaction (internal / external) is an enforced standard. </li></ul><ul><li>Personal and professional growth is a nonnegotiable minimum standard. </li></ul><ul><li>All team members must show a sincere interest in the customer (I/E)and a sincere desire to help them. </li></ul><ul><li>The primary focus must be on delivering quality work and building strong customer relationships. </li></ul><ul><li>Demand excellence and refuse to tolerate mediocrity. </li></ul>
  13. 13. Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…
  14. 14. <ul><li>Are passionately focused on driving customer success. </li></ul><ul><li>Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth. </li></ul><ul><li>Insist on excellence, and are intolerant of mediocrity or bureaucracy. </li></ul><ul><li>Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin. </li></ul><ul><li>See change for the positive growth opportunities it brings. </li></ul><ul><li>Create a clear, simple, customer-centered vision, and continually renew and refresh its execution. </li></ul><ul><li>Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results. </li></ul><ul><li>Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute … </li></ul>GE leaders, always with unyielding integrity:
  15. 15. 10 – 15 %
  16. 16. 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>
  17. 17. Execution = <ul><li>Focus </li></ul><ul><li>Communication ------- Alignment </li></ul><ul><li>Commitment & Engagement </li></ul><ul><li>Processes / Systems / Procedures </li></ul><ul><li>Intensive and Ongoing Training </li></ul><ul><li>Measure / Quantify / Analyze / Track </li></ul><ul><li>Review Relentlessly / Adjust as Necessary </li></ul><ul><li>Recognize and Reward Success </li></ul><ul><li>Deal Decisively with Mediocrity </li></ul>
  18. 18. “ Do I really have to get along with these idiots?”
  19. 19. Why you need to be an expert at collaboration and teamwork: <ul><li>You cannot succeed alone. </li></ul><ul><li>You need a team of the brightest people you can possibly find to help you. </li></ul><ul><li>You need to help the team work extremely well together. </li></ul><ul><li>You need the team to support you with enthusiasm, respect and trust. </li></ul><ul><li>But don’t take my word for it… </li></ul>
  20. 20. Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! <ul><li>Build a network of great relationships with people who want to see you succeed. </li></ul><ul><li>You don’t have all of the answers, so ask for help and advice from the smartest people you can find. </li></ul><ul><li>Learn to be a learner. </li></ul><ul><li>Listen intently to your employees and to your customers. </li></ul>
  21. 21. <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>
  22. 22. What it takes to be a valued member of a team: <ul><li>Develop and display competence. </li></ul><ul><li>Proactive – strong sense of urgency </li></ul><ul><li>Follow through on commitments. </li></ul><ul><li>Deliver required results. </li></ul><ul><li>Ensure your actions are consistent with your words. </li></ul><ul><li>Stand behind the team and its people. </li></ul><ul><li>Be enjoyable to work with. </li></ul><ul><li>Communicate and keep everyone informed. </li></ul><ul><li>Help the other members of the team. </li></ul><ul><li>Hold yourself 100% accountable. </li></ul>
  23. 23. John Spence 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
  24. 24. 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>
  25. 25. Typical ways that team leaders violate subordinates expectations: <ul><li>Micromanaging – not giving autonomy. </li></ul><ul><li>Making decisions that effect subordinates without their input. </li></ul><ul><li>Letting team members shirk their duties without any negative consequences. </li></ul><ul><li>Not giving praise or rewards for a job well-done. </li></ul><ul><li>Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work. </li></ul>
  26. 26. Typical ways that subordinates violate the team leader’s expectations: <ul><li>Missing or being late to team meetings. </li></ul><ul><li>Not outwardly demonstrating commitment and support for the leader’s agenda. </li></ul><ul><li>Not completing assignments in a timely manner so the team can complete its work. </li></ul><ul><li>Not letting the leader know when there are problems or issues. </li></ul><ul><li>Not sharing resources with other team members. </li></ul><ul><li>Not sharing credit with the rest of the team. </li></ul><ul><li>Not responding to e-mails or voice mails in a timely manner. </li></ul>
  27. 27. A major component of successful collaboration is building trusting relationships, so here are my thoughts on trust…
  28. 28. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
  29. 29. The mantra of excellent leaders: I am good at what I do… and I do it because I care about you! (High IQ + High EQ)
  30. 30. HUGE Responsibility <ul><li>Incredibly high levels of personal accountability </li></ul><ul><li>They understand: Impact and Influence </li></ul><ul><li>Nothing is small – everything counts – you are always on stage </li></ul><ul><li>25/8/366 </li></ul><ul><li>Leadership is NOT a position or title – it is a serious commitment and a significant responsibility </li></ul>
  31. 31. Ideal Team Member
  32. 32. <ul><li>“ You can become the person you always wanted to work for” </li></ul><ul><li>Tom Conley, Global President </li></ul><ul><li>JBL Tour Sound </li></ul>
  33. 33. Personal Philosophy of Leadership <ul><li>Extremely well thought out </li></ul><ul><li>Values driven </li></ul><ul><li>Fully integrated </li></ul><ul><li>Well communicated </li></ul><ul><li>Lived in all aspects of their life </li></ul><ul><li>100% accountable </li></ul>
  34. 34. Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework
  35. 35. 5 Year Study of 100 Top Leaders <ul><li>Guiding Vision </li></ul><ul><li>Passion </li></ul><ul><li>Integrity </li></ul><ul><li>Trust </li></ul><ul><li>Curiosity </li></ul><ul><li>Daring </li></ul>Self-Aware Bennis
  36. 36. Study of most important leadership skills 7,000+ managers from 1,600 companies <ul><li>Must have superb communication skills. </li></ul><ul><li>Lead by example to demonstrate character and competence. </li></ul><ul><li>Establish and maintain clear and meaningful vision. </li></ul><ul><li>Provide motivation to create ownership and accountability for results. </li></ul><ul><li>Clarify performance expectations. </li></ul><ul><li>Foster teamwork and collaboration. </li></ul><ul><li>Strong desire to get things done…now! </li></ul><ul><li>Develop clear performance goals and metrics. </li></ul>From: Getting Results by Longenecker and Simoneti
  37. 37. Individual Workshop <ul><li>Give a quick read to pages 5 – 26. </li></ul><ul><li>Look for key points, underline interesting ideas, write notes in the margin – look for the big ideas. </li></ul><ul><li>Based on everything I presented, your personal experience and the information you just read… complete the “Personal Leadership Competency Model” workshop on page 27. </li></ul>
  38. 38. Team Workshop: Page 29 <ul><li>In your groups: share, compare and contrast the various “Ideal Leaders” lists you have each developed. Give it some serious discussion, be frank, defend your ideas, this is important. </li></ul><ul><li>Each team will need to present just their top FIVE key leadership attributes. </li></ul><ul><li>What does your team feel are the five absolute most important skills, attitudes or behaviors that every leader at Penson MUST focus on every day? </li></ul>
  39. 39. T HANK Y OU ! If you’d like to learn more, I have some great articles on my blog at: